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Study lists 5 competencies multinationals want in leaders

A study across global industries and regions by CEMS – The Global Alliance in Management Education - reveals a fundamental shift in leadership expectations for 2030 and beyond. 

UCD Smurfit School is part of the elite alliance and one of only 33 schools worldwide that offer the CEMS master in International Management (CEMS MIM).

CEMS gathered insights from 20 of their multinational partners – some of the world’s leading companies – around what skills young professionals will need to be successful business leaders in 2030 and beyond. 

Interviewees reported that while technical expertise and business acumen remain critical, future leaders will need more than that to truly thrive. Success will be defined by their entrepreneurial drive, cross-cultural fluency, and a human-centered approach to decision-making that creates meaningful global impact.

Key findings: The next-level leadership skillset

Corporate partners highlighted five major competencies that will differentiate successful leaders in 2030 and beyond:

• Analytical rigour combined with creativity
  Leaders must not only possess strong analytical skills but also the ability to simplify complex data and translate it into transformative decisions. Creativity and out-of-the-box thinking will be the defining traits that set human leaders apart from automation and AI-driven decision-making.
• An entrepreneurial mindset
  Organizations are increasingly seeking leaders who challenge traditional business models, embrace change, and drive innovation with a strong sense of purpose. Graduates who display proactive problem-solving and visionary thinking will gain a distinct advantage in the global job market.
• Cultural Intelligence (CQ)
  In an interconnected world, leaders must be able to navigate cultural differences, build relationships across borders, and influence diverse teams effectively. Hands-on experience working with international teams will be critical in developing the bridging skills necessary for global collaboration.
• Specialisation meets management expertise
  A broad understanding of management principles is no longer enough - leaders must also bring specialized expertise to the table. The ability to integrate deep industry knowledge with a strategic business perspective will be a crucial differentiator.
• Digital fluency. While leaders don’t need to be digital specialists or coders, they must have a strong grasp of digital trends and data analysis. The ability to critically assess data and translate insights between technical teams and business units will be key to driving informed decisions.

Priorities for leadership development

“As the workplace continues to evolve rapidly, it’s clear that future leaders will require a broader and deeper skillset that goes well beyond traditional business acumen,” said Nicole de Fontaines, Executive Director at CEMS. “Success will demand agility, bold creative thinking, an entrepreneurial mindset, a strong sense of purpose, and the cultural intelligence to lead across borders.”

“To support this shift, leadership development programmes, executive education, and talent pipelines must focus not only on digital and analytical capabilities, but also on accelerating these next-level competencies.”

The human-centred leadership model

Alongside technical and strategic competencies, the study underscores the growing importance of human-centred leadership traits:

• Resilience and adaptability: The ability to navigate a volatile, uncertain, complex, and ambiguous (VUCA) world while leading through crisis and transformation.
• Humility, vulnerability, and emotional intelligence: Authentic leadership is increasingly valued, with self-awareness and empathy seen as essential to inspiring teams.
• Values-driven leadership: Organisations expect leaders to align business success with broader societal impact, prioritising ethical decision-making and corporate responsibility.
• Well-being and Sustainability: Future leaders must promote mental and physical well-being, including their own.

Ambition, responsibility and empathy at Lufthansa Group

“We recognise that the world is evolving rapidly,” said Jonathan von Gutzeit, Senior Director of Talent Attraction & Employee Experience at Lufthansa Group, a CEMS Corporate Partner. “While core business skills remain essential, we have identified three key competencies we expect from future leaders: ambition, responsibility, and empathy.

“Ambition means having agility, a readiness to explore new ventures, customer centricity, and strategic foresight – in short, the ability to drive impact within an organization and business success i.e. gaining new market share, developing ‘forward-looking’ innovations and fostering an entrepreneurial mindset within one's area of responsibility. Responsibility goes beyond accountability; it’s about fostering a culture of empowerment, where feedback and appreciation are embedded into everyday practice. Empathy is about enabling collaboration – inspiring others, building enthusiasm, and bringing together diverse people, ideas and perspectives in a constructive and inclusive way. These three principles guide how we recruit and develop leaders, right up to board level.”

The three key competencies at BNP Paribas in Portugal

“We look for graduates who demonstrate flexibility – both in the tasks they take on and in their approach to problem-solving,” said Nicolas Barbier, Head of Company Engagement at BNP Paribas Portugal, also a CEMS Corporate Partner. “These are the individuals we see as having leadership potential – people who can grow their strategic mindset, connect the dots, and develop effective solutions in a fast-evolving environment.

“We also value an international outlook. Our graduates must be comfortable navigating a diverse ecosystem, working with colleagues across several nationalities and engaging confidently within a truly global organisation.

“Finally, we emphasise the ability to thrive in group settings. A collective mindset is incredibly powerful – we want individuals who can actively participate in co-creation workshops, and who are comfortable using new technology, whether they’re working on-site or remotely.”