变革世界中的下一代领导力：推动对话与行动

By the Global Future Council on Leadership,with support from the Forum of Young Global Leaders R E P O R T Contents Foreword Executive summary 1The challenge of future-proofing leadership 2Thinking next generation: Leverage points for new leadership futures 2.1The leadership pipeline and the selection of leaders8 2.2The training and development of leaders10 2.3The decision-making and action of leaders12 2.4The legacy of leaders14 3Driving dialogue, collaboration and action: A global leadership lab ContributorsAcknowledgementsEndnotes This document is published by theWorld Economic Forum as a contributionto a project, insight area or interaction.The findings, interpretations andconclusions expressed herein are a resultof a collaborative process facilitated and ©2026 World Economic Forum. All rightsreserved. No part of this publication maybe reproduced or transmitted in any formor by any means, including photocopying Foreword Thomas Roulet Judy SikuzaChief Executive Officer, TheMandela Rhodes Foundation,South Africa Professor, OrganisationalSociology and Leadership,Judge Business School and Ida Jeng Christensen Head, Forum of Young GlobalLeaders, World Economic Marie Sophie MüllerInsights Lead, Future ofLeadership, Forum of Young Rethinking leadership in a time of unprecedentedtechnological disruption, stretched planetaryboundaries, and growing global and societaldivisions is essential for restoring trust in leadersand societies at large as well as for achieving betteroutcomes for people and the planet. The Forum ofYoung Global Leaders (YGLs) is proud to be doingso in a dialogue- and action-driven way with the points allow us to adopt an integrated approachand unlock new leadership futures: Starting withthe leadership pipeline and the selection of leaders,then exploring how they are trained, how they makedecisions and take action and, ultimately, how theymanage succession and leave a lasting legacy. Webelieve that these systemic leverage points are likely Numerous discussions beyond the GFC onLeadership itself have contributed to the creationof this report. They included the broader YGLcommunity as well as the GFCs on Artificial General The GFC is rooted in the vibrant community ofYGLs – composed of leaders from all walks of lifebetween 30 and 40 as well as a growing group ofalumni – who contribute a unique vantage pointby combining experience with fresh perspectives.The backgrounds of the council members span Building on the above, we suggest four strategicshifts for leadership to become future-proof and tobe fuelled by dialogue and next generation thinking:moving from linear to intergenerational leadership,from control to co-creation, from individual authorityto shared agency, and from short-term performanceto long-term impact. These suggestions and thereport as such are meant to inspire current and It is also thanks to this plurality in the council – anda reflection of global realities – why we do not aimto provide a single prescriptive model forthe futureof leadership, but rather consider what leadershipfuturesmay look like. This approach is timely giventhe constant evolution of challenges leaders face –a static model of leadership would quickly become Executive summary Leadership today is not future-proof and, in manycases, not even present-proof. The systems andinstitutions, assumptions and traits that have longshaped how leadership is defined and exertedare under unprecedented pressure. Technological leaders can play an important role in injecting freshthinking and an intergenerational perspective. Thisis essential to ensuring that emerging leadershipmodels reflect the aspirations and realities of those This report draws on insights, literature andexperiences from the Global Future Council onLeadership (GFC) and the Young Global Leaders(YGL) community at large. Asking what must changein how we define, develop and deploy leadership tonot only stay abreast with today’s challenges, butto shape the future we want for ourselves and forfuture generations, the direction becomes clear: We Leadership models that were once built on stabilityand hierarchy can no longer sustain themselvesin a world marked by constant transformation,increasing acceleration, and complexinterdependencies. The widespread erosion oftrust in leaders and institutions worldwide is not Rethinking leadership thus holds immenseopportunity. Youth and the next generation of These leverage points are interdependent, yetdistinct. Together, they provide a valuable analyticaland practical framework for change. For eachleverage point, the paper highlights a few leadershipinnovations to inspire new thinking and encouragedialogue. Simultaneously, and perhaps more –From individual authority to shared agency:Enlarging the space of responsibility for the –From short-term performance to long-term impact:Rethinking leadership incentives and mindsets to prioritize positive long-termoutcomes over immediate wins and popu