GFC White Paper on New Leadership Models for Future Generations 2026

Endnotes 1. Edelman Trust Institute. (2025). 2025 Edelman Trust Barometer: Trust and the Crisis of Grievance. Retrieved from https:// www.edelman.com/sites/g/files/aatuss191/files/2025-01/2025%20Edelman%20Trust%20Barometer%20Global%20 Report_01.23.25.pdf. 2. For more on the strategies and the societal and political impact of deliberate digital mis- and disinformation, see Da Empoli, G. (2023). Les Ingénieurs du Chaos. [The Engineers of Chaos.] Paris, France: Gallimard. 3. World Economic Forum. (2025). Survey of Young Global Leaders. Conducted from July to October 2025. The sample size was 136, with 46% of respondents identifying as top leadership, 24% as executive leadership and 10% as senior and upper management. Sectoral representation included 52% from business, 10% from the public sector, 10% social entrepreneurs, 9% civil society and 8% academia and think tanks. Regional distribution was as follows: 28% Europe, 22% Asia, 20% North America, 15% Latin America, 10% Middle East and North Africa, and 3% Africa. 4. For more on how sponsorship and visibility contribute to diversifying the leadership pipeline, see Ibarra, H. (2019). A Lack of Sponsorship Is Keeping Women from Advancing into Leadership. Harvard Business Review. Retrieved from https:// hbr.org/2019/08/a-lack-of-sponsorship-is-keeping-women-from-advancing-into-leadership. 5. For more on how organizations using carefully administered, highly structured interview processes may counterbalance selection biases: Sacco, J. M. (2003). An investigation of race and sex similarity effects in interviews: A multilevel approach to relational demography. Journal of Applied Psychology, 88(5), 852-865. Retrieved from https://psycnet.apa. org/buy/2003-08045-007. 6. For more on the role of empathy in leadership, see Ardern, J. (2025). A Different Kind of Power: A Memoir. New York, USA: Crown. 7. For more on the role of character in effective and ethical leadership, as well as practical approaches to building it, see Oxford Character Project. (n.d.). Leadership and Character. Oxford Character Project. Retrieved from https:// oxfordcharacter.org/leadership-and-character. 8. For more on moral ambition and how it helps leaders to focus and make a difference, see Bregman, R. (2025). Moral Ambition: Stop Wasting Your Talent and Start Making a Difference. London, United Kingdom: Bloomsbury Publishing. 9. Haridasani Gupta, A. (2025, June 3). Jacinda Ardern Thinks World Leaders Need More Kindness. The New York Times. 10. For more on spirituality and leadership, see Dent, E.B., Higgins, M.E. & Wharff, D.M. (2025). Spirituality and Leadership: An empirical review of definitions, distinctions, and embedded assumptions. Journal of Organizational Change Management. Retrieved from https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2288038 11. The Geneva Science and Diplomacy Anticipator (GESDA) leads a promising initiative with its Global Curriculum for Anticipatory Leadership, which prepares leaders for a world accelerated by science and technology. See Geneva Science and Diplomacy Anticipator (GESDA). (2025). Global Curriculum for Anticipatory Leadership. Retrieved from https://www. gesda.global/global-curriculum-for-anticipatory-leadership/. 12. For more on the benefits of experiential and example-based learning, see van Gog, T., & Rummel, N. (2010). Example- Based Learning: Integrating Cognitive and Social-Cognitive Research Perspectives. Educational Psychology Review. Retrieved from https://link.springer.com/article/10.1007/s10648-010-9134-7. 13. Interbeing goes back to the Buddhist teaching of interdependence between humans and nature. For more, see Matsumoto, S. (2025). Work Like a Monk. London, UK: Penguin Random House. 14. For more on the African humanist philosophy of Ubuntu, see Lutz, David W. (2009). African “Ubuntu” Philosophy and Global Management. Journal of Business Ethics. Retrieved from http://www.jstor.org/stable/27749670. 15. While the academic article Mindful Interpersonal Listening. In D. L. Worthington & G. D. Bodie (Eds.), The Handbook of Listening. Hoboken, NJ, USA by Jones, S. M., & Joyer, A. C. (2020) provides tools for mindful listening at the cognitive level, the Let’s Talk about Us: A Guide to Deeper Listening for Better Understanding by Millions of Conversations (2020) offers practical approaches and guiding questions. 16. For more, see McLellan, E., Kitt, A., Vitug, K., Van Dusen, L., & Athey, S. (2023). Integrated leadership: The pathway to transforming healthcare and healing the world. Leadership Circle. Retrieved from https://leadershipcircle.com/wp- content/uploads/2023/09/Integrated-Leadership-The-Pathway-to-Transforming-Healthcare-and-Healing-the-World- Unlocking-EveLC-White-Paper-2023-09.pdf; and McLellan, E., et al. (2024), Integrated leadership: Unlocking the future of leadership. Leadership Circle. Retrieved from https://leadershipcircle.com/wp-content/uploads/2024/07/Integrated- Leadership-2024-Unlocking-Eve.pdf. 17. Global Association of Applied Behavioural Scientists. (2025). Decision-Making in the Workplace. Retrieved from https:// static1.squarespace.com/static/679679b9fabd2d7b1cf42a9e/t/68bb075379d8d248bea7c2aa/1757087571269/ GAABS+Report+--+Decision-making+in+the+Workplace+2025.pdf. 18. A promising example is the AI for Democracy: Democratic Commons Project by Make.org, Sciences Po, Sorbonne and CNRS. For more, see Make.org, Sciences Po, Sorbonne, & CNRS. (2024, November 7). A Year On: How the Democratic Commons Is Shaping the Future of AI and Democracy. Retrieved from https://about.make.org/articles-be/a-year-on-how- the-democratic-commons-is-shaping-the-future-of-ai-and-democracy. 19 Next Generation Leadership for a World in Transformation: Driving Dialogue and Action