Top 5 Leadership Trends in 2022

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Business leadership and people management were already evolving before COVID-19. The events of 2020, however, transformed the corporate landscape so profoundly that leaders had to adapt quickly if they, their teams and their organisations were to survive and thrive in the years ahead.

Here are the five key leadership trends set to shape the business world in 2026 and beyond, drawn from research at UQ Business School.

#1 Building a positive culture in remote teams

Remote working emerged as a major challenge for managers and looks set to remain a permanent feature of the workplace. While virtual arrangements created new leadership hurdles, the solutions often lie in applying timeless principles.

“As leaders, we need to consider how we would communicate face to face and understand how that translates via technology,” says Dr Miriam Moeller. “If you were sitting in a face-to-face meeting and one of your team members wasn’t participating, you would look for non-verbal cues that they were disengaged and check in. The same approach should apply to virtual communication – especially in group settings. If someone is quiet, there is probably a reason, so it is important to follow up,” she explains.

“Leaders also need to recognise signs of cyberbullying and manage interpersonal team conflict in a virtual environment,” adds Associate Professor Remi Ayoko.

For many managers this remains a relatively new setting, yet success still depends on clearly setting team expectations. Leaders must demonstrate greater compassion and empathy when supporting employees who work from home.

Unchecked, poor online behaviour can lead to digital ostracism, where individuals are excluded from group emails or chat channels. “Whether intentional or unintentional, digital ostracism can have serious consequences for individuals, teams and organisations,” Miriam notes.

“There is a clear need for more consistent emotional support, and this will continue to reshape how we lead our people,” Remi concludes.

#2 Adopting a change mindset

It is notable that half the companies on the 2019 Fortune 500 list were founded during economic downturns. Many of today’s business unicorns, including Airbnb, Slack and Uber, emerged from the Global Financial Crisis.

Dr Frederik von Briel explains that the key lies in adopting an entrepreneurial mindset to harness environmental change and disruption rather than being overwhelmed by it. His research identifies three practical steps:

1. First, leaders must clearly recognise when change is occurring and understand its nature. While the COVID-19 pandemic triggered obvious social and economic shifts, Frederik believes its full impact is still unfolding. “Further technological, regulatory, socio-cultural, macroeconomic or political changes are likely to follow, creating opportunities for organisations ready to act.”
2. Next, it is essential to identify the types of opportunities change may bring. “Can you move faster? Can you create something new? Or is it about repurposing what you already do, as seen when refineries pivoted to hand sanitiser production?”
3. Finally, organisations must determine how and when to act. “This requires evaluating whether change will let you reshape your market offering, your organisation or your processes, so you know exactly when to move.”

#3 Wellbeing leadership

Challenging the traditional focus on financial results as the sole measure of success, this approach places wellbeing at the heart of leadership to drive sustainable performance.

“Wellbeing is a global movement now recognised at the highest levels of leadership. New Zealand Prime Minister Jacinda Ardern has highlighted that economy and wellbeing are inseparable – you cannot have one without the other,” says Dr Lance Newey.

Wellbeing leadership aims to improve outcomes across eight dimensions: economic, material, physical, mental, social, cultural, environmental and spiritual. The crucial element is balance: rather than prioritising only a few areas, leaders must integrate all eight.

“An organisation must be financially strong to survive, yet wellbeing leaders do not achieve this at the expense of their people. They work to align all eight dimensions for stronger overall results.”

#4 Eradicating ethical blind spots

As organisations recover from COVID-19, teams may feel increased pressure to deliver results, raising the risk of unethical behaviour. Leaders can reduce this risk by actively identifying and eliminating ethical blind spots.

According to Dr Michael Collins, many unethical actions that appear deliberate are in fact unintentional. “Research shows that unethical behaviour often stems from people simply failing to recognise the implications of their actions. It is a lapse in judgment that can lead otherwise good people to do harmful things,” he explains.

Highly competitive cultures are a common trigger. “While rewards and commissions provide strong motivation, they can also encourage individuals to focus on short-term targets at the expense of teamwork, discouraging collaboration and enabling misconduct.”

Authoritarian leadership is another warning sign. “When leaders exert excessive control, transparency often declines and employees may prioritise getting the job done at any cost over doing what is right.”

#5 The triple bottom line approach

The triple bottom line approach, which gives equal weight to social and environmental outcomes alongside financial performance, has gained momentum over the past decade.

Recent events, from the natural disasters of early 2020 to the COVID-19 pandemic, have underscored the need for businesses to operate more sustainably.

“Applying lessons from COVID-19 and the bushfires to a sustainability context reveals a clear requirement to embed resilience and continuity planning into everyday operations,” says Dr Belinda Wade. “Leaders have faced challenges around supply-chain security, employee welfare, sudden shifts in product demand, financial constraints and policy changes. Similar issues could arise from natural disasters, resource shortages or technological disruption. Leaders must assess organisational vulnerabilities and integrate resilience into operations to mitigate future risks.”

The Climate of the Nation 2019 report highlighted growing Australian concern about environmental issues, reflected in changing consumer and investor behaviour. Belinda warns that organisations failing to adapt face real business risks.

“Leaders who do not embrace the triple bottom line risk falling out of step with societal expectations and losing their social licence to operate. Damaging that licence can jeopardise community, employee and investor support – relationships that are difficult to rebuild once harmed.”

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