The Three Traits of a Successful Enterprise Leader
SHL’s Enterprise Leader Development science is based on a global study of over 1,650 managers, leaders, and heads of HR. We determined that successful leaders of our hybrid workplace have three critical characteristics: a combination of network, transactional, and transformational leadership skills.
Leaders that can execute the company’s strategy. They can analyze, adapt, support, co-operate, organize, and deliver.
Leaders that set direction and inspire change. They are great at creating and conceptualizing, interacting and presenting, and at leading and making decisions.
Leaders that can build aligned, purpose-driven, interconnected, and energized teams. These leaders work together to create highly engaged populations that are focused on their immediate team’s, and the wider enterprise’s performance.
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Customer Testimonials
With their scientific, data-driven approach, we now have a comprehensive view of behaviors and skills that help us accurately measure both current fit and future potential—these insights have enhanced hiring decisions, enabled better targeting of development initiatives, and helped build a strong leadership pipeline that will continue driving future success.Meltem Oktareskara
Corporate Director Talent & Leadership Development
SHV
By adopting an Enterprise Leadership mindset, our leaders have formed collaborative, cross-functional partnerships that have shared values. Engagement levels have lifted as leaders have exposed their teams to the ‘big picture’.Andy Brown
HR Director
Genea
SHL has played a key role in our talent management strategy, helping us capture the performance and potential of our leaders to drive more accurate talent and development decisions.Lourence Ho
Assistant Vice President of HR
Sands China Ltd
The development programme is ensuring our managers have the right skills and behaviours to help us drive continuing profitable growth.Emanuela De Franchis
Head of Global Training & Development
Campari
We wanted to objectively assess how our leaders were operating to get a baseline, and to demonstrate to the board which issues we were trying to address. We felt this approach would hold up a credible mirror to the group and help us gain buy-in for what we wanted to achieve.Andy Brown
HR Director
Genea
Targeted Leader Development for Business-wide Improvements
SHL’s research has identified that Enterprise Leaders are:
12%
Drive Revenue
Leaders with an organization-wide perspective yield 12% higher revenue growth.
35%
Increase Engagement
Leaders with high cross-leadership collaboration achieve 35% higher engagement levels.
21%
Foster Adaptability
Synergized leaders are 21% better at creating solutions to problems.
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