Maximizing the potential of your emergent leadership

Data has driven the outputs of a year-long research project with Deakin University’s Business School. The results are crystal clear. Emergent leaders experience anxiety, stress and worry in their work settings. They struggle at times with their professional identities and demand unequivocally authenticity from both the organisations that they work for and their senior leaders - many feel this is lacking from both. They want to be listened to, they want their leaders to understand their motivators but equally their leaders want them to build resilience, want them to manage their immediacy and want their millennial workforce to understand the power of developing depth over time. Mental health and the critical nature of navigating this in corporate life with balance is seen as key to flourishing by both senior executives and the younger workforce.