Leadership in Flux: The Changing Face of Ambition
Leading a company today isn’t what it used to be. Where efficiency and profitability stood virtually alone as the standards by which CEOs were judged, we now keenly listen to their policies on diversity, sustainability and even their politics, in addition to the bottom line. Where leaders stand ethically not only impacts the company's share price, it’s also how an aspiring leader judges whether she wants to join the organization in the first place.
Amrop's latest global survey, The Meaning of Work, explores attitudes to work around the world, revealing apparent shifts in the ambition to lead, particularly among Millenials and Gen Z. In western countries like Germany, the UK and the US, young executives placed half as much importance on managing a company in the future as their counterparts in the Global South countries of Brazil, India and China.
What has changed in western ambition? And what does it mean for the future of leadership?
In examining the theme of leadership ambition, can it be said that aspiring young western executives simply lack the desire to reach CEO level? Our data suggests achieving financial independence and security for one’s family are more important among this demographic. Or do they lack confidence in our existing leaders? A recent US Gallup poll (September 2024) said 80% of employees believe their organisation’s leadership is doing a bad job.
In an increasingly complex world, traditional leadership models face significant scrutiny, particularly in western societies. With generational shifts, cultural nuances, and evolving global dynamics, where is western leadership heading today? In any attempt at an optimistic answer, Scandinavian business models demand to be noticed.
The Nordic Model: Consensus Over Hierarchy
In Scandinavia, leadership takes on a distinctive character shaped by unique cultural values. Stockholm University’s professor of business Ian Richardson points to a key cultural principle that underpins much of Nordic leadership:
“The concept of Jante is very important here in Scandinavia”.
Jante began as a fictional idea but has grown in the Scandinavian mind into an attitude of disapproval towards expressions of individuality and personal success.
“The need for social inclusion here means it's been necessary for individuals to essentially subjugate themselves to the collective; and that the interests of the collective trump the interests of the individual. Over a long period of time, if you couple that with social democracy, you get a system in which it’s difficult to exhibit ambition, or to be self-consciously trying to be better than other people. This has a strong bearing on how leaders perform their roles.”
This ethos fosters inclusivity but complicates conventional ideas of assertive leadership. Leaders in Nordic countries are less likely to impose their will and are more inclined to seek consensus.
"Leadership in the Nordics is much more participative, much more democratised," says Richardson. Unlike the hierarchical models seen in countries like the United States or the UK, Nordic workplaces emphasize collaboration, trust, and dialogue. Employees are encouraged to contribute their perspectives in an effort to foster transparency and inclusivity.
However, this consensus-driven model is not without its challenges.
"It’s very difficult to come into an organisation and assert your opinions... you probably won’t survive in a role here for very long if your idea of leadership is like that."
This democratic approach demands leaders capable of balancing collective input with decisive action.
Danish leadership expert and former CEO Christoph Nørgaard adds another layer to this perspective, emphasizing the high expectations young professionals place on organisational values.
"Younger generations have big expectations for their company’s values; they care about philanthropy, environmental awareness, and cultural sensitivity," he says.
This shift in the young mind further cements the importance of collective decision-making and collaboration in leadership.
Generational Shifts in Leadership Goals
One of the most debated shifts in leadership is whether younger generations, particularly Millennials and Gen Z, lack ambition for leadership roles. While some studies point to a decline in motivation, Richardson argues that this is missing the point.
"We shouldn’t misinterpret this... what we’re seeing is not so much a loss of motivation, but more a reflection of the failure and lack of ambition of earlier leadership approaches."
Young professionals, he says, have recalibrated what ambition means. Success is no longer tied solely to hierarchical progression or financial rewards. Instead, many are driven by purpose, values, and the desire to make meaningful contributions. And this shift aligns with Nørgaard’s observation that "they want to lead themselves." For many younger professionals, entrepreneurship and consulting provide more appealing paths to leadership than climbing the corporate ladder.
For Nørgaard, this shift has reshaped the expectations placed on leaders. While traditional metrics like profitability remain important, they are no longer sufficient on their own. Leaders must now embody values and address broader societal issues to remain relevant.
Western Malaise: Leadership Faltering
Despite these evolving expectations, many in the West view leadership as failing. And as a result, there isn’t much to be inspired by. "Look around—is this the pinnacle of our human achievement in leadership terms? If this is it, then God help us", says Richardson.
This malaise is not confined to the corporate world. Political leadership, too, has faced significant criticism. The rise of populism and authoritarianism in certain western nations, for many, reflects a growing disillusionment with traditional leadership models.
“The younger generations should be skeptical of current leadership approaches. They should be cynical, because they've been let down. And it's their future. When you look at climate change, and the sustainability agendas of corporations the world over, how many people truly believe that the solutions lie in their collective efforts? Very few”, argues Richardson.
“I'm not suggesting that good things aren't happening. But I do think that the skepticism is breeding a new form of employee activism, that actually could be a very positive thing for our economies and for our organisations”, he says.
The Global South: Leadership Rising
Interestingly, leadership ambition appears to be thriving in the Global South, according to Amrop’s new global survey data. Nørgaard attributes this to the region’s socio-economic context:
"In the Global South, they're still in a fight for survival... Ambition hasn’t dropped there, but over time it is turning into ambition to achieve different goals."
With economies still battling systemic challenges, leadership in these regions often embodies a sense of purpose and urgency that resonates deeply with the population.
The divergence between the Global South and the West raises critical questions about the future of leadership. Ian Richardson points out that cultural differences play a significant role:
"In the Nordics, we’ve bred a stable environment where competition isn’t fierce... but now, organisations must put themselves under real competitive pressure to adapt."
This call for self-disruption reflects the evolving demands of a globalised economy, where even traditionally insulated markets face external challenges.
Trust as a Leadership Foundation
One of the most striking contrasts between Nordic leadership and other models is the emphasis on trust. In the Nordic countries, trust flows both ways—from leaders to employees and vice versa.
"There is a level of trust from the top down... and a level of trust from below," Richardson says. Employees feel empowered to voice their opinions, and leaders genuinely consider these inputs.
In regions with lower levels of trust, such as the UK or the US, the top-down approach often prevails, perpetuating hierarchical and sometimes adversarial workplace cultures. Nordgaard notes that while western leaders increasingly adopt participative practices, the historical lack of trust remains a barrier. For many, this underscores the importance of rebuilding trust as a cornerstone of modern leadership.
Collaboration -The New Leadership Frontier
Younger generations’ preference for collaboration over competition is another hallmark of contemporary leadership. Professor Richardson praises their innovative and entrepreneurial spirit,
"They prefer to work together... and they like to work towards a cause."
This emphasis on shared goals and teamwork reflects a broader shift toward collective problem-solving in complex environments.
Collaboration is particularly important in addressing global challenges like climate change and social inequality. Nørgaard highlights this as a key strength of younger leaders, who he says, care deeply about sustainability and societal impact.
A New Era of Leadership
There is little doubt that today’s aspiring executives are rewriting the leadership playbook. Perhaps the collaborative models of the Nordics combined with the values-driven ambitions of younger generations, means the future of leadership lies in adaptability, trust, and purpose.
But such a transformation will have to overcome entrenched systems and ageing methodologies reluctant to retire.
Ultimately, one question remains: can today’s leaders rise to the occasion? For Ian Richardson, the call to action is clear:
"We have to rethink leadership... because the forms that brought us here seem incapable of taking us forward."
The Meaning of Work: An Amrop Global Study
Read the full report
Methodology
Amrop conducted an online survey and gathered insights from 8,000 participants, with 1,000 respondents from each of the following countries: Brazil, China, France, Germany, India, Poland, the US, and the UK. The survey aimed for representativeness across these diverse nations, capturing perspectives from individuals aged 20 to 60 (Gen Z: 20-26, Young Millennials: 27-34, Old Millennials: 35-42, Gen X: 43-60), all possessing at least a bachelor's degree. Where applicable, reported results represent the top two answer sets (strongly agree/agree).