Organizations that want to build solid reputations in a changing market will increasingly need to rethink their leadership model. Business leaders need to evolve from an operational model to an integrative and systemic profile, capable of connecting strategy, people and purpose. The warning is in the search results Leadership Panorama 2025, developed by Amcham Brasil and Humanizadas.
The study indicates that the leader's role is to inspire structural change, not just "make things happen." It shows that the transition from the current style, still largely associated with routines and specific goals, to a strategic leadership model marks a shift in corporations' internal and external relationships. The ability to mobilize teams in complex contexts has become a strategic criterion for achieving high performance.
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Today, being aware of global scenarios means taking strategic actions and decisions based on the understanding that organizational models, careers and leadership positions undergo daily transformation, says the president of ABRH Brazil (Brazilian Human Resources Association), Leyla Nascimento. "Hierarchies are becoming flatter because organizations are creating learning spaces to understand the context and make the best decisions that make and maintain their attractiveness in the market," she adds. There are no longer any fixed solutions that can be reproduced as lasting, reinforces Leyla, who is also CEO of Grupo Capacitare, in Rio de Janeiro.
. Read more about the challenges facing leadership in interview with consultant Vicky Bloch
The new role of the leader in the company's reputation
A systemic vision contributes to making the most informed decisions within the company's context, explains Leyla. Leaders guide their teams to act in accordance with the market strategies the company may or should adopt, she adds.
Mastery of AI, for example, has ceased to be a technical differentiator and has become a foundation for strategic performance, capable of anticipating risks, generating insights, and supporting decisions with corporate impact. But while technology provides the data that enables analysis, it's still difficult to understand that this is the time for "choice" and decision-making: "With this understanding of transformations, it becomes imperative to care for people and encourage diverse thinking, which will contribute to competitive performance and better results," adds Leyla.
The data
The study surveyed 765 executives from medium-sized and large companies in Brazil. Among the top 10 characteristics most voted for in ideal leadership, the one aspired to in the future, only two remain at the top when compared to the current style—strategic vision and data-driven decision-making—both of which have increased in importance.
| Top 10 Features Current Leadership | % Votes | Top 10 Features Ideal Leadership | % Votes |
| Results orientation | 49% | Focus on High Performance | 63% |
| Collaboration | 46% | Develop team | 60% |
| Process improvement | 43% | Strategic vision | 59% |
| Openness to feedback | 40% | Talent management | 59% |
| Responsibility | 38% | Assertive communication | 58% |
| Strategic vision | 37% | Innovation | 53% |
| Learning from mistakes | 36% | Agility | 52% |
| Productivity | 36% | Emotional intelligence | 52% |
| Data-driven decision | 35% | Data-driven decision | 51% |
| Resilience | 35% | Use of Artificial Intelligence | 51% |
Hard and soft skills that define the new corporate leader
Technical skills (hard skills) and behavioral skills (soft skills) that will be essential for leaders seeking to maintain relevance and protect the reputation of their organizations:
| Top 5 Hard Skills to Develop | Current (A) | Ideal (I) | Gap (I – A) |
| Focus on High Performance | 27% | 63% | 36% |
| Use of Artificial Intelligence | 17% | 51% | 34% |
| Innovation | 28% | 53% | 26% |
| Change management | 25% | 48% | 22% |
| Strategic vision | 37% | 59% | 21% |
- Focus on high performance: ability to sustain consistent and continuous results.
- Use of artificial intelligence: mastery of technology to transform data into strategic decisions.
- Innovation and change management: act quickly and creatively in complex and volatile environments.
- Strategic vision: connecting external trends and internal resources, guiding the company into the future.
Most desired soft skills
| Top 5 Soft Skills to Develop | Current (A) | Ideal (I) | Gap (I – A) |
| Assertive communication | 18% | 58% | 40% |
| Emotional intelligence | 17% | 52% | 36% |
| Continuous feedback | 17% | 44% | 28% |
| Agility | 27% | 52% | 26% |
| Active listening | 21% | 44% | 23% |
- Assertive communication: clarity and empathy in relationships, an essential skill for building internal and external trust.
- Emotional intelligence: balance in relationships and conflict management, the basis of human leadership.
- Continuous feedback and active listening: create open channels for the constant evolution of teams.
- Agility: respond quickly to changes without losing strategic direction.
In light of these transformations, combining long-term vision and strategic use of data becomes essential. "More mature leaders build high performance consistently, connecting stakeholders, and driving innovation and value continuously—not just occasionally," the research concludes.
Clovis Malta is a journalist
clovis.malta@ankreputation.com.br
