Discover the most important leadership skills backed by research. Learn which competencies top executives prioritise and how to develop essential leadership abilities.
Written by Laura Bouttell • Wed 31st December 2025
The most important leadership skills are problem-solving and critical thinking, driving results, emotional intelligence, and communication—competencies consistently ranked highest across major research studies examining what distinguishes exceptional leaders from average performers. These findings emerge from extensive analysis of leadership effectiveness across industries, cultures, and organisational contexts.
Yet identifying which leadership skills matter most has never been more complex. The pace of technological change, evolving workforce expectations, and global uncertainty have transformed what organisations need from their leaders. Skills that served leaders adequately a decade ago may prove insufficient today. Understanding which competencies genuinely drive leadership effectiveness—versus those that merely appear important—requires examining rigorous research rather than relying on intuition or tradition.
Multiple research institutions have investigated which leadership competencies most strongly predict effectiveness. Whilst methodologies differ, consistent patterns emerge across studies.
Research firm Zenger Folkman analysed data from over 100,000 leaders to identify competencies most strongly correlated with leadership effectiveness:
| Rank | Competency | Why It Matters |
|---|---|---|
| 1 | Solves Problems and Analyzes Issues | Technology accelerates problem occurrence; leaders must respond rapidly |
| 2 | Drives for Results | Consistently delivering on commitments builds credibility |
| 3 | Communicates Powerfully | Clear communication aligns teams and stakeholders |
| 4 | Inspires and Motivates Others | Engagement determines discretionary effort |
| 5 | Builds Relationships | Networks enable influence and information flow |
| 6 | Displays Technical Expertise | Credibility requires relevant domain knowledge |
| 7 | Develops Strategic Perspective | Long-term thinking prevents short-term optimisation traps |
| 8 | Champions Change | Organisations must adapt; leaders must drive adaptation |
| 9 | Develops Others | Sustainable success requires leadership pipeline |
| 10 | Takes Initiative | Proactive leaders create opportunities |
Research from Brandon Hall Group identifies critical thinking as the most important skill required of leaders to successfully lead organisations. Their analysis emphasises that critical thinking—the ability to think clearly whilst building logical connections between ideas—underpins effective decision-making across all leadership contexts.
Harvard Business Publishing's comprehensive global study surveying over 1,100 learning and development professionals found that 70% consider it important or very important for leaders to master a wider range of effective leadership behaviours than previously required. The study highlights increasing complexity as the primary driver: leaders face challenges spanning technology, globalisation, sustainability, and workforce transformation simultaneously.
Problem-solving consistently appears at or near the top of leadership skill rankings. Understanding why illuminates what contemporary organisations require from their leaders.
Technology has fundamentally changed the rate at which problems emerge and opportunities arise. Issues that once developed over months now materialise in days or hours. Social media can transform minor incidents into reputational crises overnight. Competitive threats emerge from unexpected directions as industry boundaries blur. Leaders who cannot rapidly diagnose problems and develop responses find themselves perpetually reactive.
Whilst artificial intelligence and analytics tools can process information faster than humans, complex organisational problems resist algorithmic solutions. They involve ambiguous information, competing stakeholder interests, and uncertain outcomes. Human judgment—particularly the ability to navigate ethical dimensions and political realities—remains essential. Leaders who excel at problem-solving combine analytical capability with contextual wisdom that technology cannot replicate.
Leaders who consistently solve problems earn trust and authority that transcends their formal position. Team members observe how leaders respond to challenges, learning whether their leader can be relied upon when difficulties arise. This earned credibility proves far more powerful than positional authority in mobilising collective effort.
Contemporary research reveals a notable shift: whilst traditional business-centred competencies like strategic thinking remain essential, human-centred leadership skills are rising to prominence. This evolution reflects changing workforce expectations and the recognition that engagement drives performance.
Emotional intelligence—the ability to recognise, understand, and manage emotions in yourself and others—appears consistently among the most important leadership competencies. Research indicates that 90% of top performers in the workplace possess high emotional intelligence, suggesting it may distinguish exceptional leaders more than technical expertise.
Emotional intelligence encompasses:
Several factors explain emotional intelligence's rising importance:
Analysis of current leadership development priorities identifies seven skills most sought by organisations:
As discussed, emotional intelligence enables leaders to connect with and influence others effectively. Organisations increasingly screen for emotional intelligence during hiring and prioritise its development in leadership programmes.
Technology has moved from support function to central leadership capability. Leaders must work confidently with digital tools, understand data analytics, and leverage artificial intelligence effectively. This requirement extends beyond technical leaders to executives across all functions.
Rapid change renders rigid approaches obsolete. Adaptable leaders adjust strategies as circumstances evolve, remain open to new information, and help organisations pivot when necessary. Research suggests adaptability may prove more valuable than specific technical skills that quickly become outdated.
Globalisation and diverse workforces require leaders who can operate effectively across cultural boundaries. Cross-cultural competence involves understanding different communication styles, values, and expectations—then adjusting leadership approaches accordingly.
Despite emphasis on human-centred skills, strategic thinking remains essential. Leaders must understand competitive dynamics, anticipate market evolution, and position organisations for sustainable success. Strategic thinking connects daily decisions to long-term objectives.
Leadership involves setbacks, criticism, and failure. Resilient leaders recover from difficulties, maintain effectiveness under pressure, and model perseverance for their teams. Without resilience, other competencies prove insufficient when challenges inevitably arise.
Communication appears in virtually every leadership competency framework. Effective leaders articulate vision clearly, listen actively, provide constructive feedback, and adapt their communication style to different audiences and contexts.
The relative importance of specific leadership skills varies by organisational level. Skills essential for first-time managers may differ significantly from those required of senior executives.
| Leadership Level | Primary Skill Focus | Secondary Focus |
|---|---|---|
| First-Time Manager | Delegation, feedback, team building | Time management, technical credibility |
| Middle Manager | Cross-functional collaboration, change management | Strategic execution, developing others |
| Senior Leader | Strategic vision, stakeholder management | Organisational culture, enterprise thinking |
| Executive | Board relations, external representation | Transformation leadership, legacy building |
Research consistently identifies leadership transitions as high-risk moments. Skills that enabled success at one level may prove insufficient—or even counterproductive—at the next. The technical expertise that establishes credibility for first-time managers becomes less relevant as leaders advance; strategic and relationship skills assume greater importance.
Gallup's research reveals a concerning gap: less than half of managers (44%) report receiving management training. This suggests many leaders attempt transitions without explicit support in developing level-appropriate skills.
Understanding which skills matter most provides limited value without pathways for development. Research offers guidance on effective skill-building approaches.
Leadership development research suggests optimal learning occurs through:
This distribution implies that formal training alone proves insufficient. Leaders must apply learning through progressively challenging experiences whilst receiving feedback from developmental relationships.
| Skill | Most Effective Development Methods |
|---|---|
| Problem-solving | Case studies, action learning projects, post-mortems |
| Emotional intelligence | 360-degree feedback, coaching, reflection practices |
| Strategic thinking | Cross-functional rotations, scenario planning, executive education |
| Communication | Public speaking practice, writing feedback, video review |
| Adaptability | Diverse assignments, international exposure, startup experience |
Leadership skills develop through deliberate practice rather than passive learning. Reading about emotional intelligence differs fundamentally from practising emotional regulation in difficult conversations. Leaders committed to development must seek opportunities to apply skills in progressively challenging contexts, gathering feedback to refine their approach.
Several persistent myths distort understanding of which leadership skills matter most.
Whilst technical credibility matters, research consistently shows that interpersonal and strategic skills distinguish exceptional leaders. Many technically brilliant individual contributors struggle in leadership roles precisely because technical expertise alone proves insufficient.
The belief that leaders are born rather than made discourages development investment. Research demonstrates that leadership skills can be developed through appropriate experiences, feedback, and practice. Whilst personality influences leadership style, effectiveness depends significantly on learnable competencies.
Context shapes which skills prove most critical. Crisis situations demand decisive action; stable environments may benefit from participative approaches. Effective leaders adapt their skill emphasis to situational requirements rather than applying rigid formulas.
The terminology itself misleads: "soft" skills like emotional intelligence and communication often prove harder to develop and more predictive of leadership success than "hard" technical skills. Organisations increasingly recognise these capabilities as essential rather than supplementary.
Emerging trends suggest which leadership competencies will grow in importance:
As artificial intelligence transforms work, leaders must understand how to deploy these technologies effectively whilst managing human-AI collaboration. This requires both technical literacy and ethical judgment about appropriate AI application.
Environmental and social pressures increasingly shape business strategy. Leaders must integrate sustainability considerations into decision-making, balancing short-term financial performance with long-term environmental and social responsibility.
Recognition of workplace mental health challenges places new demands on leaders. Future leadership competencies may include supporting team wellbeing, recognising distress signals, and creating psychologically safe environments.
Younger workforce generations increasingly seek meaningful work. Leaders must articulate compelling purpose beyond profit, connecting organisational activity to broader societal contribution.
Understanding which skills matter most naturally prompts self-reflection: where do your strengths and development needs lie?
Effective development planning involves:
Research consistently identifies problem-solving and critical thinking as the most important leadership skill. Zenger Folkman's analysis of over 100,000 leaders ranked "Solves Problems and Analyzes Issues" as the top competency, whilst Brandon Hall Group research identifies critical thinking as the skill most required for organisational success. This capability enables leaders to navigate complex, ambiguous challenges that define contemporary leadership contexts.
The five essential leadership skills every manager needs are: (1) communication—clearly conveying expectations and providing feedback; (2) problem-solving—addressing challenges effectively; (3) emotional intelligence—understanding and managing emotions; (4) delegation—assigning work appropriately and developing team members; and (5) decision-making—choosing courses of action under uncertainty. These foundational competencies enable managers to fulfil their core responsibilities.
Identifying priority development areas requires multiple perspectives. Seek 360-degree feedback from supervisors, peers, and direct reports to understand how others experience your leadership. Complete psychometric assessments measuring emotional intelligence and leadership style. Reflect on situations where you succeeded or struggled. Consider which skills your role requires that you currently lack. Most importantly, focus on two or three priority areas rather than attempting comprehensive development simultaneously.
Whilst core leadership competencies apply across industries, specific skill emphasis varies by context. Technology leaders require greater technical literacy; healthcare leaders need regulatory understanding; financial services leaders must navigate compliance requirements. Industry context also shapes communication styles, decision-making pace, and stakeholder expectations. Effective leaders adapt universal competencies to their specific industry requirements.
Leadership skills can definitely be learned and developed. Research demonstrates that targeted development experiences, coaching, and deliberate practice improve leadership effectiveness significantly. Whilst personality influences natural leadership style, effectiveness depends substantially on learnable competencies. The belief that leaders are simply "born" discourages development investment and ignores extensive evidence of successful leadership development.
Current research identifies seven leadership skills most in demand: emotional intelligence, digital literacy, adaptability, cross-cultural competence, strategic thinking, resilience, and communication. Notably, human-centred skills like emotional intelligence have risen in importance relative to purely technical competencies. Organisations increasingly seek leaders who can navigate complexity, engage diverse teams, and adapt to rapid change.
Leadership skill development occurs over extended periods through accumulated experience, feedback, and practice. Meaningful improvement in specific competencies typically requires six to twelve months of focused development. Comprehensive leadership development—building capabilities across multiple competency areas—spans years. The 70-20-10 model suggests most learning occurs through challenging experiences rather than formal training, emphasising that development requires ongoing commitment rather than discrete events.
The research is clear: problem-solving, emotional intelligence, communication, and driving results distinguish exceptional leaders from average performers. These competencies enable leaders to navigate complexity, engage teams, and deliver outcomes that organisations require.
Yet knowing which skills matter most represents only the starting point. Development requires honest self-assessment, targeted experience, and sustained commitment. Leaders must identify their specific gaps, seek challenging opportunities to build capabilities, and gather feedback to refine their approach.
The organisations that will thrive in coming decades will be led by individuals who combine analytical rigour with human connection—leaders who solve problems whilst inspiring others, who drive results through relationships, and who adapt continuously as circumstances demand. These capabilities are learnable. The question is whether you will invest in developing them.
Begin by identifying one skill from the research-backed priorities discussed here where you know improvement would enhance your leadership effectiveness. Seek an experience that will challenge that capability. Find someone who will provide honest feedback on your progress. Then commit to the sustained practice that genuine skill development requires. The most important leadership skills are not mysteries; they are competencies available to anyone willing to do the work of developing them.