I would recommend more detail on the kind of leadership that is needed for organisations in the present and the future. Also, how organisations can best develop their people, not only in skills but also emotionally and spiritually, and create the best culture to aid sustainable productivity increase.

Finally, current HR systems enable the wrong kind of people to get to the top of organisations (they tend to have high egos and put themselves before the organisation or their people). It promotes people with the right characteristics to get to the top (political astute and/or aggressive) rather than, those who would be good leaders (emotionally intelligent, caring, transparent, willing to be vulnerable, etc). See "Leading Beyond the Ego" and other articles in my ResearchGate lab or at https://www.leadershapeglobal.com/lbte-second-edition

Thanks John! My business partners and I are conducting a study on Human Resources with the goal of publishing a book on the subject. Here is a text that I believe will add value to our analysis:

"1. Leadership Profile Needed for Organizations Now and in the Future

Today's and future organizations need leaders who combine technical skills, emotional intelligence, and a mindset focused on innovation and inclusion. The key traits of this leadership profile include:

✅ Human-centered leadership:Leaders who value people, recognize their efforts, and foster a psychologically safe environment.

✅ Emotional intelligence: The ability to practice self-awareness, self-regulation, empathy, and social skills to motivate and engage teams.

✅ Servant leadership: Leaders who see their role as facilitators of employee growth, promoting both development and well-being.

✅ Adaptability and continuous learning: Understanding that change is constant and encouraging teams to learn and innovate continuously.

✅ Decision-making based on data and purpose: Combining strategic use of information with the ability to inspire teams through a clear purpose aligned with company values.

2. How HR Systems Can Select Leaders with These Qualities

HR must adopt modern and strategic approaches to identify and develop emotionally intelligent leaders who align with the company culture. Some key practices include:

🔹 Behavioral assessments:Tools like MBTI, DISC, Big Five, and emotional intelligence tests can help identify candidates with higher empathy, transparency, and listening skills.

🔹 Competency and values-based interviews: Asking real-world scenario questions (e.g., "Tell me about a time when you had to handle a conflict within your team and how you resolved it") helps assess a candidate’s attitude and behavior.

🔹 Leadership development programs: Creating leadership training paths that include mentoring, coaching, and continuous feedback to prepare future leaders aligned with the company’s culture.

🔹 Feedback analysis and internal reputation tracking: Monitoring how a professional is perceived by peers and subordinates over time can be a great indicator of interpersonal skills and leadership capability.

🔹 Culture of continuous feedback: Establishing an environment where feedback exchange is natural, allowing for behavioral adjustments and constant growth.

Conclusion

The future of organizations depends on leaders who can balance results with empathy. HR teams that prioritize strategic hiring processes and invest in human development will lead the way in building more productive, innovative, and sustainable companies."

A very good list and quite complete but maybe add "Transpersonal Leadership" - leading beyond one's own ego for the benefit of all stakeholders and the greater good.

Transpersonal Leaders:

Operate beyond their ego, continuing personal development and learning. They are radical, ethical and authentic while emotionally intelligent and caring.

They are able to:

• embed authentic, ethical and emotionally intelligent behaviours into the

DNA of the organisation

• build strong, empathetic and collaborative relationships within the organisation and with all stakeholders

• create a performance enhancing culture that is ethical, caring and

sustainable.

That's an excellent idea. As soon as I have more written material I will make it available here. Thank you very much for your participation.

Dear Luiz,

I think you nailed it!

The outline looks good and complete to me. Are you writing a book on the subject?

It might, perhaps, be good to make the reader aware somewhere in the text of the continuous difficulty researchers and practitioners had coming to a proper understanding of human behaviour and the phenomena they tried to understand. The Hawthorne studies in particular show how difficult it was to come to a proper understanding of the social dimension of work we nowadays take almost for granted. The book by Roethlisberger & Dickson makes this clear or look at the development in understanding in 3 successive articles by Elton Mayo written about a single research project in the early 1920s. I can refer you to an article of mine about it “Elton Mayo, mules and the discovery of social space” (available in my Researchgate corner).

Another point may be the necessity to stress differences between the various cultures in this world requiring different HRM-practices. The work by Hofstede (2000), “Culture’s consequences” may be to the point, here.

Best wishes with your interesting project!

Laurens

Re. Laurens ten Horn's comment on culture. There is no doubt that culture plays an important role in leadership and organisational development. We have analysed data from around the world from our personal development and culture tools, and found that while there are differences in current behaviour and culture (the less advanced economic societies tend to be more authoritarian and hierarchical - but there are exceptions), the desired behaviours or ideal culture is basically the same around the world. The hypothesis here is that current cultures and behaviours are based on history, whereas the ideal / desired is based on humanity! We are all humans!!!

I find @John Knights ’s latest comment highly intriguing. It refers to his work comparing existing cultures and people’s preference for a culture they would find ideal. Is there perhaps

an article, report or something that can be consulted? I understand my question is somewhat outside our discussion, but I would be very interested. I tried to send John an email via Researchgate, but that did not work.

Thanks,

Laurens

Laurens ten Horn Re Culture: We have not published any data. The only published comment I can think of is in our book, "Leading Beyond the Ego" - https://www.leadershapeglobal.com/lbte-second-edition - Chapter 10 (Creating a performance-enhancing culture), p 120 which reads:

The most amazing finding though is that when it comes to the Ideal, the vast

majority of individuals and virtually all organisations we have been involved

with, irrespective whether these are in the Western World, India, Latin America or Africa, come up with a similar desired Ideal culture profile (see Figure 10.5).

This Ideal profile shows Achievement as the most important, followed by Support,

then Structure and, finally, Power. What this demonstrates is that while the

Actual culture is driven by history of the organisation, the Ideal culture would

seem to be driven by human nature rather than the influence of a business sector, or even a national or ethnic culture.

Many thanks to my colleagues John Knights & Laurens ten Horn for their participation. My team and I are already beginning the process of writing the book. We already have the main topics that will be covered and your collaboration has been excellent. I believe that by the beginning of May we will have the main topics agreed upon. Then it is just a matter of developing the text.

You are welcome - and good luck with the book!

John, Thanks a lot. Your graph is very instructive. One would hope management (and politicians) would heed the advice. The world would be a better place!

Luiz, Great success writing your book!

Your last sentence: "Then it is just a matter of developing the text." I hope it will turn out that way, but I doubt it. So, I add "perseverance" to my wishes!

Keep up the good work!

Laurens

Of course, it will take a long time! Thanks.

Barçante

thanks for your contribution, I would like to address two points:

Dear Luiz, Thank you for sharing this. I would add the sustainability, multistakeholder approach, and value-oriented HRM.

Good luck.