Leadership Trends Shaping 2026: A Global View with a New Zealand Lens

As we reach the last chapter of 2025, it’s appropriate to look at some of the current global leadership themes and consider how they will likely play forward in 2026. And is New Zealand ahead, behind or in line. 

Leadership is changing at a pace we haven’t seen in years. Technology is accelerating, workforce expectations are evolving, and global volatility is reshaping the way organisations operate. As 2026 approaches, several themes are emerging worldwide that are particularly relevant for New Zealand organisations. Our context is unique: we are small, connected, pragmatic and deeply people-focused. These qualities amplify how global shifts show up here.

AI-enabled leadership

Around the world, artificial intelligence is becoming an everyday part of leadership rather than a novelty. It is influencing decision-making, customer experience, internal workflows and organisational planning. The leaders who succeed in this new environment are those who learn to blend human judgement with the strengths of AI, while maintaining transparency and ethical oversight.

New Zealand’s measured and practical approach to new technology is an advantage. Rather than rushing into large-scale transformation, local organisations typically adopt tools that genuinely solve problems. The opportunity now is to help people build confidence with AI so it lightens the load, improves clarity and enhances performance without undermining the human-quality leadership that Kiwi workplaces naturally value.

Middle management under the most pressure

One of the biggest international trends is the dramatic effect AI is having on the middle management layer. Many traditional managerial tasks—monitoring work, producing reports, coordinating communication and tracking performance—are now handled by AI systems. Overseas, this is flattening organisational structures and reducing the number of layers between executives and frontline teams.

The impact in New Zealand is even stronger because local organisations tend to run lean. Our managers often combine technical expertise with people leadership and operational oversight. When AI removes the administrative burden, what remains is the most challenging part of the role: shaping culture, exercising judgement, coaching people and leading change. The manager role is not disappearing, but it is becoming more sophisticated, more human and more strategically important than ever. Organisations that invest in this layer will gain a clear advantage in engagement and execution.

Human-centred leadership

Globally, there is renewed recognition that leadership is fundamentally about people. Even as technology advances, trust, connection and empathy remain at the heart of effective leadership. Teams want leaders who communicate clearly, who can read the room and who understand the emotional dynamics created by hybrid and remote work.

This is an area where New Zealand leaders often excel. Approachability, humility and psychological safety have long been hallmarks of our leadership culture. With many sectors under significant talent pressure, the ability to strengthen relationships and support wellbeing continues to be a defining capability.

A more fluid and distributed workforce

Internationally, the workforce is becoming more dispersed and more flexible. Organisations are increasingly assembling teams that include fractional specialists, offshore talent, contractors and hybrid workers. Traditional, linear career paths are giving way to project-based development and broadened capability.

New Zealand’s size means this shift has already arrived on our doorstep. Many organisations rely on offshore expertise or maintain teams across different time zones. Leaders now need to create clarity, cohesion and belonging in teams that are no longer sitting together, while still maintaining the tight cultural connection people value here.

Inclusion as a leadership expectation

Around the world, inclusion has become a core leadership capability. Organisations are looking for leaders who can create environments where people feel valued and able to contribute fully. This includes cultural competence, awareness of different working styles and the ability to build trust across diverse groups.

In New Zealand, this expectation is strengthened by our multicultural foundations and the growing importance of genuine partnership with Māori. Culturally confident leadership is no longer optional. It is central to credibility, team cohesion and long-term organisational effectiveness.

Continuous leadership development

Leadership development is shifting globally from occasional training events to ongoing learning that fits seamlessly into daily work. Organisations are favouring smaller practical learning opportunities, coaching conversations and digital pathways that build capability over time.

This approach resonates strongly with New Zealand leaders, who often juggle multiple responsibilities and prefer development that is grounded in real-world challenges. The most successful organisations will be those that treat leadership as a continuous practice rather than a periodic intervention.

Purpose and values as strategic anchors

Internationally, leaders are under increasing scrutiny to act consistently with their stated values. Employees and customers want clarity, authenticity and evidence that decisions reflect a wider sense of purpose.

New Zealanders are particularly quick to sense misalignment. So, organisations that act with integrity and maintain a clear purpose will stand out.

Agility in an unpredictable world

Global volatility continues to challenge leadership across industries. Supply chains, geopolitics, weather events and rapid technological shifts require leaders to think ahead, adapt quickly and make decisions confidently even when the path forward is unclear.

This reality is magnified in New Zealand, where distance from global markets and reliance on international supply lines can make disruptions more severe. Strategic agility, resilience and clear communication have become essential leadership qualities.