The Learning & Development (L&D) landscape is poised for exciting change in the year ahead! Over the next several weeks, my colleagues and I will explore the themes highlighted in our guide, 9 Learning & Development Priorities for 2026, [1] to help organizations prepare their people for what’s next.
Among them, one trending topic continues to rise to the top: leadership development.
Executives and managers have a significant impact on the trajectory of their businesses, so it’s no surprise that developing these individuals has often been a priority for companies. Today, however, the ethos behind leadership is shifting. Increasingly complex environments and changing market dynamics mean that traditional models of hierarchy and control are giving way to more dynamic and empowering approaches.
I’ll explore how your organization can begin infusing human-centricity into its learning programs and how this methodology can drive lasting success in the future of work.
Defining Human-Centric Leadership & Its Value
Harvard Business Review [2] explains that human-centered leadership is about more than a people-first mindset or even an approach that favors soft skills. It’s about having a genuine interest in helping staff succeed and find fulfillment at work. It’s based on a desire to elevate trust and psychological safety so the whole workplace can thrive.
At Emergenetics International, we define human-centered leadership as having the ability to leverage individuals’ distinct strengths and empower them with what they need to do their best work. By treating employees the way they want to be treated and helping them use their gifts, leaders can build successful organizations and help people thrive.
While this shift in style may take effort, the results are well worth it. A human-centric leadership approach can boost organizational success from 28% to 73% [3]. Employees are also 3.8 times more likely to be higher performing [4] in a people-focused workplace.
The impact alone is reason enough to re-evaluate existing L&D programming, and the call for employee-centric practices will likely only get louder in the next few years.
As the pace of digital transformation accelerates, companies need executives and managers who inspire trust, engage staff to persevere in uncertainty and empower them to make effective decisions in the face of rapid change. New generations entering the workplace are also seeking greater opportunities for connection, autonomy and intention. [5] To motivate the evolving workforce, leadership will adapt as well.
Prioritizing 5 Core Skills for Human-Centric Leaders
Leaders need to embrace a growth mindset to build the essential competencies that will shape this style. L&D can start by creating training programs that focus on:
1. Self-Awareness
95% of people [6] think they are self-aware, yet only 10 –15% truly are. Before a person can adapt their leadership style to support the needs of others, it’s important that they understand their innate tendencies so they can recognize how their preferences may or may not align with those of their employees. Personality assessments like Emergenetics [7] can help executives and managers become aware of their typical approaches.
2. Emotional Intelligence
Research shows that 86% of workers [8] believe empathetic leadership boosts morale. Compassionate managers don’t jump to conclusions when performance slips. Instead, they pause, ask what’s going on and listen with genuine concern. They show their people that they matter by collaborating on flexible solutions that respect individual needs without sacrificing team performance. Human-centered leaders will build trust and create psychologically safe cultures [9], which serve as the foundation for collaboration and innovation.
3. Coaching
91% of employees [10] who have mentors are happy with their jobs. When leaders hold regular coaching conversations and show interest in team members’ long-term career growth, employees feel valued, gain clarity and can begin tackling challenges with greater independence and creativity. By replacing top-down directives with curiosity-driven guidance, personnel will feel supported and encouraged to raise new ideas as well as develop their own problem-solving and decision-making capabilities.
4. Inspiring purpose
Companies with a strong sense of purpose have 8% less turnover, 2 times greater productivity and are 3.25 times [11] more likely to have high total shareholder returns. Leaders are the bridge between daily tasks and the organization’s mission. When they consistently tie back individual contributions to a vision, employees understand why their work matters. This clarity fuels motivation, loyalty and innovation, transforming employee performance from a necessity of compliance to one of commitment.
5. Accountability
71% of survey respondents [12] believe that leadership accountability is a vital yet often overlooked business challenge. It’s important for managers to take ownership of their own missteps and responsibilities if they expect the same from their direct reports. Personnel will feel more engaged and valued when management is steered from a lens of partnership and shared ownership, rather than one of authority and hierarchy.
Designing People-Focused Development Programs
Enhance your professional development offerings with four essential elements:
#1 – Experiences
Immerse leaders in experiential learning such as peer coaching, scenario-based training and learning labs, so that they can safely test new approaches, reflect on real challenges and build self-awareness. By taking action, rather than simply discovering theory, it will be easier for executives and managers to apply their lessons in real life.
#2 – Reinforcement
Help participants retain their learnings through pre- and post-session resources, so that their new knowledge and skills stick. These tools may include assessments, on-demand microlearnings, just-in-time worksheets and templates or one-on-one coaching sessions to support them in turning insights into repeatable habits.
#3 – Scalability
Deliver long-lasting impact by utilizing consistent frameworks that apply to managers, directors and executives alike. That way, leadership behaviors and expectations are aligned at every level. This approach allows organizations to embed people-first practices into their culture, creating a shared language, no matter the role or location.
#4 – Measurement
Track success by analyzing metrics such as employee engagement, retention, productivity and goal achievement [13] to reveal the return on these programs. Demonstrating the tangible value of your initiatives will help you make the business case that human-centered leadership approach is far from a “soft” investment — it delivers measurable results.
At Emergenetics, we partner with organizations to curate development programs that align with these priorities, empowering executives and managers to use their strengths and flex their practices to get the best out of their employees. Fill out our contact form below if you’re interested in how we can support you in designing your trainings.
Business Outcomes of Human-Centered Leadership
Human-centric leadership is not a passing trend; it’s a business imperative. When organizations invest in people-first practices, they will create a positive work environment with increased employee engagement, improved collaboration and innovation across teams and elevated retention rates. Those who lead with empathy and accountability will be the beacons guiding companies successfully through 2026 and beyond.
To learn more about the L&D trends shaping the future of work, download our full guide [1] and follow along with our blog series.
[1]
Frequently Asked Questions about Human-Centered Leadership
1. What is human-centric leadership?
- Human-centered leaders have a genuine interest in helping staff succeed and find fulfillment at work, as well as the ability to leverage individuals’ distinct strengths to empower them to do their best. It requires empathy, hands-on coaching and purpose-driven management instead of command-and-control techniques.
2. Why is human-centered leadership important in 2026?
- Workforce expectations are changing. New generations entering the workplace are seeking greater opportunities for connection, autonomy and intention [5], and as the pace of digital transformation accelerates, companies need executives and managers who inspire trust, engage staff to persevere in uncertainty and empower them to make effective decisions in the face of rapid change.
3. How do you develop human-centered leaders?
- With consistent, scalable frameworks that can be applied through experiential learning. Human-centric leadership development elevates individuals’ soft skills, including their self-awareness and emotional intelligence, and helps them recognize and utilize the strengths of those around them.
4. What skills are essential for human-centric leadership development?
- A few of the most essential skills for human-centered leaders include empathy, coaching, inspiring purpose, accountability and self-awareness.
5. How do leadership development programs measure ROI?
- ROI can be assessed using a variety of metrics such as employee engagement, retention, productivity and goal achievement to reveal the efficacy of programming. Make sure to align your measurements with top business [13] objectives so you can support the long-term success of your initiatives and company.
6. What’s the difference between traditional leadership and human-centric leadership?
- Traditional, command-and-control models [14] focus on compliance and are transactional between the leader and the employee. A people-centered approach prioritizes commitment, psychological safety and empowerment and is dual-sided between the leader and the employee.
7. What role does L&D play in human-centric leadership?
- L&D teams are integral in developing human-centric leaders. Not only do they design the content of the training; they also are champions of this future-focused model. By advocating for and measuring the success of their programs, L&D can promote a human-centered culture that will support the organization’s long-term well-being.