2026年全球领导力发展研究报告_31页_1mb

2026 Global Leadership Study Summary

Core Content

The 2026 Global Leadership Study by Harvard Business Impact explores the evolving landscape of leadership development in the context of increasing AI integration across organizations. The study highlights the shift in business priorities, leadership expectations, and the need for new capabilities as organizations adapt to the AI-driven future of work. It is based on a survey of 1,139 senior leaders from over 15 countries and multiple industries, with 49% from organizations generating $10 billion or more in annual revenue.

Main Trends and Challenges

1. AI at Scale

• Organizations are transitioning from AI experimentation to enterprise-wide deployment.
• AI is being used to automate workflows (45%) and optimize operational efficiency (42%).
• Cybersecurity and data privacy are becoming critical concerns as AI integration grows.
• Sustainability (ESG) is also emerging as a key focus area.

2. Aligning Talent with New Ways of Working

• AI-based talent management and internal mobility are being adopted or expanded by 50% of organizations.
• Upskilling and reskilling for future skills are prioritized by over a third of organizations.
• Change mindset development is also emphasized, with one-third of organizations focusing on it.
• Only 30% of organizations are actively addressing employee concerns, trust, or adoption challenges related to AI, which could hinder successful implementation.

3. Redesigning the Operating Model

• 98% of organizations report at least a moderate level of AI integration into daily workflows.
• 33% of respondents say AI is now embedded at scale in core processes.
• The shift from pockets of adoption to enterprise-scale integration is a key challenge for many organizations.

4. AI's Impact Across Organizations

• AI has significantly improved efficiency and productivity (83%).
• 75% of respondents report that AI has had an observable impact across various dimensions, including talent development, decision making, collaboration, and innovation.
• Organizations with extensive AI integration are more likely to see broader impacts, particularly in innovation and change management.

Leadership Development Priorities

5. The Leadership Readiness Gap

• There is a gap between strategic and execution capabilities in AI leadership.
• Integrators (organizations with deep AI integration) are more likely to report extensive impact on innovation and change management.
• Operators, while making progress in AI adoption, are less likely to translate AI use into higher-value outcomes.

6. Redefining Leadership in Real Time

• Leaders are expected to actively use AI in strategic decision making (53%).
• Building an AI-ready culture (50%), deepening AI understanding (44%), and accountability for AI outcomes (42%) are also key expectations.
• The strategic mindset is crucial for navigating the human + AI work environment.

7. Strategic Mindset in an AI-First World

• Leaders need contextual fluency, judgment, and adaptability to guide AI-enabled transformations.
• Emotional and social intelligence (45%) and agility and resilience (43%) are now the top leadership capabilities for 2026.
• Sensemaking under uncertainty and ethical discernment are also increasingly important.

The Human Advantage

8. The Human Advantage in an AI World

• In an AI-driven environment, human qualities such as resilience, emotional intelligence, and contextual understanding are becoming more valuable.
• The ability to challenge AI outputs, build trust, and reassure teams is essential for effective leadership.
• Psychological safety and diversity and inclusion are also important, with 54% of leaders considering them extremely important.

9. Leading a Human + AI Workforce

• Leaders must adapt their approach to manage human + AI dynamics.
• The top leadership capabilities for AI transformation include:
  • Questioning and challenging AI decisions (44%)
  • Managing complex human dynamics amplified by AI (44%)
  • Emotional endurance and resilience (42%)
  • Ethical discernment in AI-enabled decisions (41%)
  • Fostering psychological safety (41%)

Leadership Development as a Strategic Engine

10. Developing Leaders to Meet the Moment

• Leadership development is no longer just about training but is now a strategic engine for performance.
• Key training goals for 2026 include:
  • Improving productivity (44%)
  • Increasing AI-related skills and knowledge (44%)
  • Creating a culture of continuous learning (43%)
  • Promoting innovation and experimentation (42%)
  • Building a change-seeking organization (42%)
  • Reducing stress and burnout (44%)

11. Leadership Development as a Strategic Engine for Performance

• Leadership development is now aligned with business strategy.
• It is expected to drive faster learning, stronger alignment, and greater openness to change.
• The focus is on cultivating leadership capabilities that are distinctly human and contextual.

Key Takeaways

• AI is becoming central to business operations, but leadership readiness is still lagging.
• Strategic mindset and execution capabilities are both essential, with the former being more critical for long-term success.
• Human-centric leadership qualities are becoming more important than ever in the AI era.
• Training programs must be designed for scale and impact, with a focus on emotional intelligence, agility, and AI literacy.
• Integrators are leading the way in AI transformation, demonstrating better outcomes in innovation, efficiency, and change management.

Conclusion

The 2026 Global Leadership Study underscores that while AI is reshaping how organizations operate, leadership development must evolve in parallel to ensure effective AI integration and organizational success. The future of leadership is human + AI, and organizations must prioritize strategic mindset, ethical AI use, and emotional intelligence to thrive in this new era.