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罗兰贝格：2026新领导力战略要务：颠覆时代下化工行业引领之道研究报告（英文版）（16页）.pdf

上传人： 1****1 编号：1169549 2026-03-30 16页 5.08MB

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1、The new leadership imperativeREPORTLeading the chemicals industry in an era of disruptionEuropes chemical industry is entering a decade defined not by isolated disruptions,but by permanent pressure.Its an operating environment shaped by overlapping crises,regulatory intensity,accelerating digital ch

2、ange,and rising expectations from employees and customers alike.The traditional leadership playbookstable plans,hierarchical control,and linear executionno longer holds.In this context,leadership has emerged as a decisive differentiator.What distinguishes organizations is no longer the clarity of st

3、rategy alone,but the ability of leaders to enable action under uncertainty,sustain performance over time,and translate complexity into coordinated execution.Based on structured interviews with senior leaders across the European chemical industry and an analysis of more than 22,000 leadership-related

4、 job postings globally,this study identifies four leadership dimensions that will shape the next decade:Leading others Leading myself Business orientation Innovation managementAcross all four dimensions,one pattern is consistent and unmistakable:leadership expectations are rising faster than organiz

5、ational capabilities are being built.Two dynamics stand out.First,agility and resilience have become non-negotiable foundations rather than differentiators,reflecting the reality of sustained uncertainty.Second,the largest and fastest-growing gaps are concentrated in empowering employees,communicati

6、ng with impact,and digital literacycapabilities that determine whether strategy translates into action.The gap is not caused by lack of awareness.Leaders understand what is required.The challenge lies in embedding these capabilities systematically and at scale,rather than relying on individual stren

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1. **行业背景**：欧洲化工行业面临永久性压力（重叠危机、监管加强、数字化变革），传统领导模式失效，领导力成为关键差异化因素。 2. **四大领导维度**：基于对欧洲化工行业高管的访谈及2.2万份全球领导力岗位分析，核心维度为： - **领导他人**：赋能员工（能力缺口最大）、有效沟通优先于设定目标。 - **自我领导**：敏捷性与韧性成为基础要求，非差异化优势。 - **业务导向**：客户体验与战略思维重要性超越执行管理。 - **创新管理**：数字素养（如AI应用）从“优势”转为“必备”，能力缺口显著。 3. **核心挑战**：领导力期望上升速度（+247%数字素养需求）快于组织能力建设，尤其在赋能、沟通和数字化方面。 4. **行动建议**：需系统性培养敏捷性、赋能机制、数字素养及客户导向，而非依赖个人能力。
领力如何重塑？ 领力缺口在哪？ 领力如何进化？
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