The Evolving CEO Persona: From Dictators to Servant Leaders

Many of us remember the CEOs of the 1980s and 1990s as commanding figures who ruled with a “my way or the highway” attitude. However, this leadership style is no longer effective, especially with today’s workforce, which demands inclusivity, empathy, and mentorship from their leaders.

Gone are the days when CEOs are able to act as autocratic leaders, making unilateral decisions without consulting their teams. What we’re witnessing is modern CEOs opting to embrace a servant-leader style, taking the time to mentor and coach their teams rather than dictating orders.  

This shift has become particularly pronounced when managing younger generations, who are sensitive to overly authoritarian leadership styles.  

• Millennials are characterized by being both entitled and hardworking, needy and independent, and determined to perform well while doing the right thing. Because this generation witnessed the dawn of the digital age, they are remarkably resilient with technology but still value the world that can be seen and touched. Millennials want to be able to contribute at a strategic level and be taken seriously in their role, while also being offered the opportunity to follow a fast-paced career progression pathway.  

• Gen Z is blatantly less bound by organizational hierarchy. The rise of hybrid and remote working and digital business collaboration tools, such as Slack, Teams, and Asana, has almost leveled the playing field. Born into the digital age, Gen Z are technological problem-solvers who communicate best online in an incredibly informal manner. They have a limited grasp of formal corporate communication that could better demonstrate their true value and, for this reason, are often underestimated from the onset. Gen Z employees are critical thinkers, highly adaptable, and respond well to working environments that promote equity and inclusion as core values.  

Annelize van Rensburg, Director of Executive Search at Signium Africa and Global Chair of Signium, recalls a poignant statement made by Apple CEO, Tim Cook: “Don’t just accept the world you inherit today. Don’t just accept the status quo. No big challenge has ever been solved, and no lasting improvement has ever been achieved unless people dare to try something different, dare to think different.” 

Navigating a new landscape: People, profit & planet 

For those accustomed to traditional leadership styles, it’s a strange, new world out there. Over and above the generational dynamics, one of the biggest challenges being faced is the sluggish pace of decision-making. This trend has escalated over recent years, where leaders foster prolonged deliberation and debate over major matters with their teams, but never arrive at an actionable decision. Van Rensburg comments, “Inaction is often more damaging than not taking any action at all. This is where agile leadership is most needed – developing the ability to invite contribution and collaboration, but to drive decisions at the end of the day.” 

What’s more, the CEO is no longer merely responsible for profit. Today, they are also judged on their ability to drive positive social and environmental impact, reflecting the growing importance of ESG considerations, globally. The “triple bottom line” – people, profit, and planet – is now a critical metric by which CEOs and their organizations are evaluated. To navigate this vastly different and demanding landscape, today’s CEOs have to possess a wide range of skills and characteristics. Some of these may include:  

• Visionary leadership 

A key skill for a CEO is the ability to co-create and communicate a clear vision that motivates employees and other stakeholders to work together towards shared goals.  

• Digital mastery 

Today’s leaders take a comprehensive approach that includes people, processes, and technology. They encourage innovation and focus on creating a culture where employees feel comfortable with new tools and are motivated to learn and adapt. 

• Emotional intelligence and empathy 

Emotional intelligence is an essential skill for understanding and managing both one’s own emotions and those of others. A CEO with good emotional intelligence can create a positive work environment, helping to attract and keep top talent. 

• Adaptable communication 

CEOs need to share a clear vision for the company, along with its goals and strategies. This means being able to listen well, communicate clearly and concisely, and adjust their message for different audiences. 

• Decisive leadership 

Another important skill for CEOs is making tough decisions, taking responsibility for their decisions and acting appropriately if things do not go as expected. 

Three Crucial Considerations to Connect at Board Level 

Positioning oneself for a role at the board level requires not just an understanding of these changing dynamics but also the ability to communicate them effectively. When addressing a board, confidence and clarity are crucial. Offer relevant insights, anticipate the board’s concerns, and align your messaging with the organization’s unique goals.  

Stephen Lennard, Managing Partner at Signium Australia, emphasizes the importance of speaking the board’s language:

“In my experience, board directors are relatively easy to engage and speak with. They have already achieved significant success and are open to learning and contributing to their organizations, industries, and society. They are generally willing to speak and have more time than CEO’s. But they need to see you as an industry peer and also want to receive advice or information that’s of value to them. It’s often a symbiotic relationship.” 

Boards today seek leaders who can guide them through both growth and consolidation phases, tailoring their leadership to the company’s specific stage in its lifecycle. This means understanding the organization’s current needs – whether it is in a growth phase requiring visionary leadership or in a consolidation phase that demands a stabilizing, inward-focused leader.  

For those aspiring to board-level positions, it’s crucial to develop the skills and attributes that modern boards are looking for.  

1. Expertise  

In addition to being an expert in their field, aspiring leaders need to demonstrate the ability to understand and navigate the broader strategic landscape. This includes keeping abreast of global trends and ensuring that advice is relevant and forward-thinking. 

2. Relationship 

It’s important to build relationships with board members and become a trusted advisor, someone who understands not only the business but also its competitors, industry trends, and global context.  

3. A give-first attitude 

Offering valuable insights and maintaining a professional demeanor can help establish trust, making you a go-to resource for the board, even in times when they are not actively searching for new leadership. 

Tomorrow’s CEOs: Courageous, Caring, Collaborative, and Curious 

Leadership expert and author, Simon Sinek, once said, “The courage of leadership is giving others the chance to succeed even though you bear the responsibility for getting things done.” 

The business landscape of today is certainly no place for the archaic, autocratic boss of yesteryear, but a place where courageous, caring leaders can thrive. Those who approach their role with curiosity and surround themselves with trusted professionals are set to make enormous strides in their careers.