Authored by: Amber CY Tsai, Postdoctoral Research Fellow, University of Tasmania, Toby Newstead, PhD, Leadership Scholar and Executive Leadership Coach, and Joseph Crawford, PhD, Organisational Behaviour Researcher
Organisations around the world invest heavily in leadership development programs, but “what is it that we’re trying to develop leaders to do? Do we want to help people get promoted or land the top job? Or do we want to help them build better and bigger businesses? Or are we aiming to turn ordinary individuals into influential agents of change, creating movements in the name of equity, justice, or climate action?”
In the second Talking Leadership Development webinar series, host Dr Toby Newstead urged those in the virtual room to think critically about the ultimate purpose of leadership development. These questions took centre stage as five leadership experts: Dr Michael Lickers, Haudenosaunee educator from Six Nations of the Grand River in Canada; Dr Suze Wilson, senior lecturer at Massey University; Will Smith, founder and Director of JCP Youth; Professor Herman Tse from Monash Business School; and Liz Gillies, CEO of the Menzies Foundation, came together to explore the question: ‘Leadership development for what?’
Defining the Purpose of Leadership Development
Leadership for the future – drawing on Indigenous ways of knowing and doing
Michael Lickers grounded his response with a clear message: “Leadership for what? For the future”. Lickers emphasised the urgency of preparing the next generation to navigate an increasingly complex world. For Lickers, leadership development isn’t just about passing on skills or knowledge; it’s about mentorship, allowing young people to experience and learn both the rights and wrongs about leadership along the way.
Lickers also highlighted Indigenous leadership knowledges, noting how concepts like compassionate and authentic leadership, now gaining traction globally, have been part of Indigenous leadership and culture for thousands of years. Drawing from Haudenosaunee traditions, Lickers explained that leaders should not elevate themselves above others but instead lift others up. “Our role is to be below the people, to hold them up to achieve their greatest dreams”, he shared, adding that in Haudenosaunee tradition, leaders who forgot this were removed from their positions by Clan Mothers, who were the ones responsible for both bestowing leadership and – when necessary – revoking it. In closing, Lickers called for a shift in leadership narratives by embracing Indigenous ways of knowing and being, suggesting that this approach could help address today’s global challenges.
Re-learning leadership to confront outdated notions Suze Wilson challenged conventional views of leadership development, advocating for a shift away from individualistic, career-driven motivations. She argued that leadership is often misunderstood as a personal attribute or a means for quick advancement, particularly in business environments. “Leadership is inherently a relational phenomenon”, she explained, suggesting that it should be viewed as a collective capability rather than an individual pursuit.
Wilson noted that many approach leadership development with a romanticised view, seeking the “secrets” needed to climb the corporate ladder and achieve personal success. She emphasised the need to be aware of the dangers that come with this mindset, and to move beyond an instrumental orientation.
True leadership, she stressed, is about responsibility, care for others, and a deeper sense of purpose. By confronting and clearing out outdated assumptions, individuals can better understand the relational and moral complexities of leadership and discover their true purpose as leaders.
Leadership as service to others
Will Smith’s answer to the question centred on his belief that “leadership is for the service of others”. Drawing from his work with youth offenders in Australia and conflict zones in the Middle East, Smith uses leadership as a tool to instil humility, clarity, and purpose in young people, with the goal of empowering them to make a positive difference in their communities.
Smith shared a success story from his program, where 82 youth offenders in Tasmania participated in intensive leadership development. Thirteen of them became student leaders, and all reduced their offending. However, Smith noted that true leadership impact isn’t measured by titles but by the broader influence these individuals have on their communities. He emphasised that leadership, even in his own organisation, is about serving others.
For Smith, leadership development creates a ripple effect, where individuals who have undergone transformation can, in turn, empower others in their community.
Developing positive role models who do impactful work Herman Tse approached the question by highlighting the balance between “being” and “doing” in leadership. He explained that leadership involves not only developing internal values and virtues but also using those alongside skills to create a positive impact.
Tse emphasised that “being” refers to a leader’s identity, purpose, values, and character, which serve as an internal compass when navigating challenges and maintaining integrity, especially in difficult situations. He stressed the importance of embodying these values to become a role model for others to follow.
On the “doing” side, Tse described leadership as the ability to perform impactful work, with the direct beneficiaries ranging from individuals to entire communities. Effective leadership, he argued, requires strong communication, negotiation, and other practical skills to serve others and fulfil a shared purpose. By blending both “being” and “doing”, leadership development is about helping leaders inspire others and foster environments where people can thrive.
Leadership development for a complex world
Liz Gillies emphasised leadership development is for helping individuals connect with their purpose and equipping them to address the complex challenges of today’s world. She argued that current leadership development methods often fail to meet these demands. She suggested the conventional approach to leadership development, where individuals are “plucked out of their roles” and sent away on programs, “isn’t fit for purpose”. Instead, she suggested,
She further stressed the importance of mobilising people to connect with their purpose and developing experimental incubators to tackle leadership challenges. Reflecting on her experiences, Gillies noted that leadership development must focus on collective efficacy, collaborative capacity, and real-world application rather than theoretical training alone.
Gillies stressed that true leadership is revealed in practice, and that leadership development must account for both collaborative teamwork and hierarchical complexity. She also pointed to the potential of technology and AI to revolutionise leadership development by making it more scalable and dynamic, enhancing peer-to-peer networks and continuous learning processes.
Exploring New Directions in Leadership Development
Having heard from each panellist, it was acknowledged that the curated nature of the panel had resulted in a rather cohesive, inclusive, future-focused take on the purpose of leadership development.
It was also acknowledged that this approach is not the norm within the broader leadership industry. Because of this, Newstead invited the panellists to circle back and shar their observations of the broader leadership industry, which prompted a deeper dive into the pressing need to challenge the status quo and prioritize purpose and wellbeing.
Challenging the status quo
The panellists collectively agreed that many current leadership programs are lacking in depth. Suze Wilson remarked that much of the leadership development industry remains “frighteningly shallow” and overly focused on competencies as if leadership is merely a technical skill. Wilson emphasised that good leadership is more about character and collective efforts rather than individual skill acquisition. “You cannot figure out how to engage in collaboration and contestation with people if you’re only focused on yourself”, she said, criticising the dominant technocratic approach.
Liz Gillies echoed this sentiment, adding that leadership development has become something of a “tick the box” exercise in many organisations. She argued that the current state of leadership is contributing to global cynicism about leaders, as programs fail to connect leadership development with real-world issues such as climate change and equity. “We’re not really pushing the boundaries nearly far enough”, she remarked, expressing her concern that many leadership programs are too detached from the substantive issues that leaders must confront.
Herman Tse introduced another angle, emphasising the need for individuals to align their personal values and purpose with leadership programs, suggesting that participants should be more mindful when selecting development opportunities. He argued that many programs cater to market needs rather than genuine developmental outcomes, leaving participants feeling disillusioned.
“Leadership programs may be very popular. They make you feel good when you attend, but they’re not necessarily robust or focused on genuine behavioural change”.
The importance of purpose and wellbeing
The panellists highlighted the importance of purpose-driven leadership, with Will Smith sharing his experiences working with marginalised youth. He pointed out the dangerous influence of figures like Andrew Tate, whose distorted messages of leadership appeal to vulnerable young people. According to Smith, leadership for many young men is framed through harmful ideologies that exploit their vulnerabilities. “We’re in an outright war in relation to leadership”, he said, adding that young men are being drawn into toxic leadership narratives that prioritise personal validation over service to others. Smith passionately called for leadership programs that instil humility, compassion, and purpose, arguing that when young people have a clear sense of purpose, they are less likely to be attracted to harmful ideologies.
Herman Tse also stressed the need for leadership programs to support leaders’ wellbeing, particularly when they face the pressure of being role models. “We sometimes expect leaders to be superheroes, bearing all the obligations of their roles while feeling stressed and lonely”, he said. Tse called for more space within leadership programs for leaders to express vulnerability and seek support, warning that leaders who are not mentally well cannot lead effectively.
Michael Lickers introduced a community perspective, advocating for leadership programs that embrace Indigenous knowledge systems. He described the importance of creating spaces for young people to voice their needs and concerns, pointing out that reciprocal mentoring relationships can foster strong leadership skills in young people. “Some of the greatest leadership programs are designed through the voices of young people”, Lickers noted, highlighting the power of youth-driven leadership development. He also advocated for a “two-eyed seeing” approach, where both Indigenous and Western worldviews are respected and integrated into leadership practice.
The future of leadership development
As the webinar concluded, the panellists shared their hopes for the future of leadership development. They envisioned a more ethical, inclusive, and reflective approach that moves beyond the shallow competencies currently dominating the field.
Michael Lickers emphasised the importance of community-driven leadership, particularly for Indigenous and marginalised youth. He believes that with proper mentoring, young people can change the world in many different ways and create a better future through intergenerational and cross-cultural leadership.
Suze Wilson called for leadership programs to focus more on character and navigating complex challenges, drawing from historical traditions. She argued for long-term, relational development that tackles real-world issues and shows the connections between leadership, context, and systems.
Will Smith advocated for humility, compassion, and emotional intelligence in leadership development, especially for young people. He stressed that cultivating purpose and emotional awareness would help youth resist harmful ideologies and foster more inclusive leadership.
Herman Tse urged a shift from “doing” to “being” in leadership programs, focusing on values, purpose, and wellbeing. He warned that without these elements, leaders risk becoming disengaged, merely going through the motions without meaningful impact.
Liz Gillies highlighted the need for stronger collaboration between academics and practitioners to reimagine leadership discourse. She called for breaking down silos and integrating leadership development into societal conversations, arguing that it is central to building the world we aspire to create.
The future of leadership development, according to these panellists, must go beyond surface-level skills and embrace a deeper sense of purpose, empathy, and collective responsibility. It’s about navigating complex social and organisational challenges with a strong sense of purpose and responsibility. By embracing these ideas, leadership development can become more inclusive, empathetic, and impactful in its purpose of creating a better future.
Talking Leadership Development Series Will Explore These Key Themes
Defining Leadership: Challenging traditional notions and exploring diverse viewpoints on what leadership truly means. Leadership is recognised as a multifaceted phenomenon that varies across cultures, industries, and contexts.
Leadership Development Goals: Examining the aims and objectives driving leadership development initiatives, questioning the true intentions behind these programs, and distinguishing between educating, training, and developing leaders.
Challenges and Opportunities: Addressing the real-world challenges faced by those nurturing future leaders, such as funding issues, lack of robust evidence, and access to research samples. The series will propose innovative solutions and provide a comprehensive overview of the current state of leadership development.
“This work is a significant step in our efforts to explore and build capability around leadership development. Through combining academic and practical perspectives, we aim to foster a deeper understanding of effective leadership in today’s dynamic world.”
Liz Gillies, CEO Menzies Foundation
