Modern leadership today is being redefined through balance, authenticity, purpose, and sustainable growth, says Marlene, an executive search and leadership advisory expert with nearly 25 years of experience across diverse industries.
As organizations navigate rapid technological change, evolving workforce expectations, and growing conversations around well-being and ESG, leaders are increasingly expected to create workplaces built on trust, resilience, and meaningful human connections.
In an interaction with CEO Insights Europe Magazine, Marlene shares her perspectives on balancing performance with people-centric leadership, preventing executive burnout, navigating AI-driven workplace transformation, and fostering cultures where diverse leadership styles can genuinely flourish. She also highlights the importance of empathy, adaptability, and authenticity in shaping the next generation of global leaders.
To learn more about Marlene’s perspective on modern leaders balancing performance with people-centric leadership and sustainable organizational growth, read the full interview below.
Q. Global leaders are increasingly prioritizing balance, purpose, and trust over traditional measures of career success. In your opinion what has prompted this shift?
A. There are two main reasons why contemporary leaders prioritize balance, purpose, and trust over traditional measures of career success.
The first reason is the generational shift, with the majority of today’s leaders coming from Generation Y—a generation that entered the workforce expecting more than just financial success or professional titles. Values that were less emphasized in previous generations—such as work-life balance, authenticity, and making meaningful contributions—were instilled in this group during their upbringing. This generation is now shaping leadership and redefining success, and it will pass on these values to future generations. In addition, younger generations entering the workforce continue to seek similar workplace values, meaning these conversations will only grow in importance and acceptance over time.
The second reason is the broader environment. Today’s leaders operate in a context defined by continuous change, sustainability challenges, volatility, uncertainty, complexity, and ambiguity. The pace of work is accelerating rapidly. In this unpredictable environment, leaders are increasingly recognizing that, to provide stable, clear, and lasting leadership, they need strong personal foundations, meaningful connections, and a clear sense of purpose.
Leaders are now starting to realize that balance and trust are essential elements of leadership development, as they provide stability, clarity, and long-term effectiveness.
Q. As a woman leading executive search across Europe, how do you identify leaders who effectively balance performance with sustainable leadership approaches?
A. In my interviews with leaders, I always strive to balance discussions around business performance with conversations about leadership, transformation, and sustainable growth. While results and financial performance are important, I am equally interested in understanding how leaders make decisions that support long-term impact in a fast-changing environment. I often explore their management style, their vision for transformation, and their approach to sustainable leadership.
I’m particularly interested in asking leaders, “What does ESG mean to you?” I keep the question open-ended because it reveals a great deal about their mindset and priorities. For example, some leaders immediately associate ESG with diversity and inclusion, while others connect it to climate responsibility. This question gives me valuable insight into how engaged they are with ESG.
If they demonstrate familiarity with ESG, I typically follow up with, “How does ESG influence your leadership style?” One key observation is that some leaders are genuinely able to balance financial performance with non-financial performance. The most effective leaders understand that diversity, equity, and inclusion, as well as climate-based decision-making, are not just ethical considerations but critical drivers of long-term business value and sustainability.
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Q. Many executives today reject roles that negatively affect personal well-being. How should organizations redesign leadership positions to prevent burnout while sustaining growth?
A. I strongly believe that organizations are still not doing enough to support their leaders. This responsibility must be shared among boards of directors, CEOs, and HR leaders, as leaders’ well-being is directly linked to sustainable organizational success.
One of the biggest challenges I observe is that many leaders operate in isolation. They rarely have opportunities to openly discuss their experiences with peers outside their organizations, even though they face similar pressures and complexities.
It is important to encourage leaders to build strong professional networks where they can exchange perspectives, gain new insights, and feel less isolated. These connections are essential not only for mental well-being but also for curiosity, reflection, and continuous development.
Organizations should also offer coaching and leadership support proactively, rather than waiting until challenges become overwhelming. Coaching creates space for leaders to step back, reflect on their purpose, and navigate demanding environments with greater clarity and confidence. Too often, leaders hesitate to ask for help because they feel they must always appear resilient. Organizations need to normalize these conversations and foster leadership cultures based on care, trust, and mutual support, rather than silence.
Q. With generative AI rapidly transforming workplaces, how can leaders remain technologically confident while preserving empathy, judgment, and authentic human connections?
A. One of the greatest challenges leaders face today is determining how much AI should be integrated into their work versus relying on traditional methods. Many leaders are becoming more confident in AI’s positive impact, viewing it as a tool that enables them to focus on more meaningful work and take on greater responsibilities.
By thoughtfully deploying AI, leaders can automate certain tasks while preserving those that require a human touch. This allows them to dedicate more time to strategic thinking, meaningful conversations, and people-centric leadership.
However, overreliance on AI—especially at the expense of human connection, trust, and authenticity—can negatively affect both organizations and leadership effectiveness. Leaders must remain committed to continuous learning, adaptation, and guiding their teams through this transformation while maintaining strong human relationships.
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Q. Many leaders still struggle to feel authentic at work. How can organizations create cultures where diverse leadership styles genuinely thrive?
A. In my opinion, authenticity remains a challenge for many leaders due to the pressure to conform to traditional norms of what is considered “credible” or “acceptable” leadership behavior. As a result, many still adopt traditional, sometimes outdated, leadership styles rather than developing their own authentic approach.
Authenticity is an ongoing journey, and organizations should actively encourage leaders to develop their true selves within the workplace. Diversity plays a key role in enabling this. When organizations build diverse leadership teams at all levels, they create an environment where different leadership styles can coexist and thrive.
Diverse perspectives encourage individuals to contribute in original, open, and authentic ways, shaping a more inclusive and dynamic leadership culture.
LAST WORD: What leadership advice would you share with emerging women executives striving to build meaningful careers without compromising fulfilment, confidence, and balance?
One piece of advice I often share with emerging female leaders is the importance of building strong networks with other women. These connections create supportive spaces where experiences can be shared, guidance sought, and inspiration drawn from role models who understand similar challenges.
I also encourage women to stop second-guessing their ability to succeed. The key, in my view, lies in organization and in accepting that perfection is not required in every aspect of life. By setting clear priorities, women can build meaningful careers while maintaining personal balance and achieving their ambitions.