Leadership 5.0: What Some Companies Still Don’t Understand About the Future of Leaders

Stability has long ceased to be the measure of organizational success. Today, innovation advances at an unrelenting pace, artificial intelligence is reshaping entire sectors, and uncertainty is the only constant.
In this context, it is not the biggest or the strongest that thrive, but those who best interpret change and respond to it with agility and vision. Paradoxically, and although adaptation is pointed out as essential, the way many companies choose and develop their leaders remains tied to an outdated model, based on assumptions that no longer meet the demands of the new reality. There is an evident disconnect between corporate discourse, which calls for innovation and transformation, and the actual practice of executive search, which continues to prioritize profiles shaped by an outdated paradigm and, in many cases, incapable of driving true organizational change.

The fundamental mistake lies in the insistence on seeking solutions from the past for the challenges of the future. For decades, leadership selection was based on criteria such as accumulated experience, a linear and upward trajectory within the same industries, and a proven ability to manage processes and resources efficiently. This leadership model was designed for a predictable world, where experience and technical knowledge were the main assets to ensure stability and sustained growth for organizations.
However, this reality has disappeared today. The business environment has become more uncertain, complex, and volatile, requiring new skills from executives. The ability to adapt, agility in decision-making, and long-term strategic thinking have become essential attributes, but paradoxically, they continue to be sidelined in many leadership selection and development processes. The result of this corporate myopia is evident: companies unable to reinvent themselves, led by executives whose primary competence lies in perpetuating the status quo.
This is precisely where the biggest paradox of today’s corporate world lies. Many organizations claim to want innovative executives who challenge traditional models and bring new perspectives to business.

However, in practice, they continue to favor candidates who represent continuity, not disruption. The fear of real change, coupled with a risk-averse corporate culture, leads companies to choose leaders who, in theory, should transform organizations, but in reality, end up consolidating the same structures and practices that should be rethought. This contradiction becomes even more evident in sectors where innovation is not just a competitive advantage but a matter of survival. Companies operating in rapidly disruptive technological environments, for example, continue to select executives whose profile is essentially that of operational efficiency managers, rather than strategists prepared to deal with the unknown and drive structural change.
If the past can no longer serve as the determining criterion in the selection of leaders, then what competencies should truly define an executive capable of facing the challenges of the future? The answer lies in adopting a new leadership model that values characteristics more aligned with the complexity of today’s world. Among these, the ability for antifragile thinking stands out—this is the ability not only to withstand chaos but to thrive in it, turning disruptions into strategic opportunities.

Additionally, developing paradoxical intelligence becomes crucial, which is the ability to manage
contradictions and balance opposing forces, such as innovation and stability, autonomy and control, short-term and long-term. Strategic humility also emerges as an essential trait, allowing leaders to recognize the limitations of individual knowledge and promote effective collaboration within organizations, rather than centralizing decisions in a unilateral vision.

Cognitive adaptability, or the ability to learn quickly, unlearn outdated mental models, and rebuild new approaches, becomes indispensable for navigating an environment of accelerated change. Finally, the leaders of the future must be driven by a sense of purpose and impact that transcends immediate financial results and contributes to the creation of sustainable value for the organization and society.
However, it is not enough for leaders to develop these competencies; companies also need to
reformulate their criteria for selecting and developing executives. Many of the processes currently used still rely on rigid and outdated metrics, favoring impressive resumes and predictable trajectories over attributes such as flexibility, strategic vision, and the ability to deal with uncertainty. If organizations truly want leaders prepared for the future, they must abandon conventional methodologies and adopt more dynamic approaches that identify and value the adaptive potential of executives. Furthermore, it is imperative that boards of directors, as the main agents in defining business strategy, align themselves with this new reality and recognize that contemporary challenges require a new type of leadership.

Without this mindset shift, any attempt at modernization will be superficial and ineffective.
Another crucial aspect that many companies overlook is the need to build an organizational culture that allows leaders to innovate and make bold decisions without fear of retribution. It is of little use to select an executive with an innovative profile if the corporate structure continues to penalize mistakes and discourage experimental approaches. The most successful companies in transitioning to agile management models are those that understand that leadership should not only be exercised at the top of the hierarchy but distributed throughout the organization. These decentralized models create an environment conducive to continuous adaptation and make companies more prepared to face unforeseen changes.
Leadership 5.0 is not a passing trend, but an urgent necessity for companies that wish to remain relevant in a transforming world. Insisting on outdated leadership models is compromising the very ability to survive in an environment where the speed of change does not allow for hesitation. If companies fail to recognize this reality and adjust their strategies for selecting and developing executives, they will inevitably be preparing for failure. The future will belong to organizations that understand that leaders should not be chosen to preserve the present, but to build what comes next.

Published in Jornal Económico, June 2025

Available here: https://jornaleconomico.sapo.pt/noticias/lideranca-5-0-o-que-algumas-empresas-ainda-nao-perceberam-sobre-o-futuro-dos-lideres/