Effective decision-making today requires more than analytical intelligence. Leaders must preserve rationality under pressure, separate signals from noise, and present compelling evidence in an era where truth and science are under mounting strain. Leaders must cultivate both a moral compass. At the same time, they must be able to adapt to the constantly changing circumstances imposed by the acceleration of technological breakthroughs, the limits of planetary boundaries, and the complexity of societal, geopolitical and economic tensions. Cherishing unanswered questions prepares leaders for decision-making in the face of uncertainty, which requires both courage and humility. Creating ‘living plans’ that can be reviewed and adapted as the context changes, while maintaining focus on an overall goal, becomes indispensable. Surprisingly, while leaders are constantly expected to make decisions and take action, they receive little formal support and training to help them succeed. In a recent survey by the Global Association of Applied Behavioural Scientists, 45% of seasoned professionals reported having no structured process for making important decisions, and 63% said that they had not received adequate training from traditional training institutions to support this process.17 As complexity rises, knowledge and skills must continuously adapt to new realities, with interdisciplinary foresight and horizon-scanning capacities being among the most promising ones to enhance future preparedness – which has been ranked among the top skills needed by the 2025 YGL Leadership Survey. Leveraging data and technology in this context, such as generative AI to facilitate evidence-informed decision-making or data analysis to identify patterns, is crucial – yet must be coupled with human integrity. Digital tools may also enhance the quality of constructive deliberation and participation as pilot projects around the world start to show.18 One of the most critical roles of leaders and leadership teams, thus, is not only making decisions themselves, but also building the capacity for decision-making in others and using collective intelligence. Inclusive, participatory decision- making processes that engage diverse groups may strengthen not only the quality, but also the legitimacy of leadership choices. Achieving this enables a strategic shift from individual authority to shared agency. As a consequence of the shift from control to co-creation, contributing to the decision-making process thus also entails taking ownership for the pursuit and outcomes of those decisions – a factor of duty, but more importantly an empowerment that can help to build trust.2.3 The decision-making and action of leaders SPOTLIGHT 5 A modern, integrated approach to leadership activates human capabilities that are often seen as opposites: The ability to be both directive and reflective, to balance compassion with accountability, and to stay grounded in inner knowing while remaining open to listening, learning and evolving. It enables decisions that combine rigorous data with intuitive insight. Operating from a higher level of alignment – bridging mind, heart, and action – integrated leaders make consistent decisions, which enhances trust and resilience. Research shows that leaders with an integrated approach tend to perform better, particularly in environments characterized by volatility, uncertainty, and complexity.16In a world of increasing fragmentation and polarization, integrated leadership helps reconcile paradoxes and foster alignment within and between individuals, teams, and broader systems. It harmonizes analytical thinking with intuition, autonomy with collaboration, and strength with empathy through the “power of two” – the integration of dualities within self, between others, and the world. This approach enables a shift from managing trade-offs to generating coherence, empowering leaders to create sustainable, human-centred impact. Developing an “Integration Quotient” (InQ) diagnostic as a new measure of leadership effectiveness could be a collaborative project for the global leadership lab.The advantages of integrated leadership 12 Next Generation Leadership for a World in Transformation: Driving Dialogue and Action

GFC White Paper on New Leadership Models for Future Generations 2026