Leadership has increasingly become not only a business imperative, but a workplace and psychological need for today’s workforce. A google search for leadership definitions returns with almost 500 million definitions. Well, here I am going to add one more. I define leadership in the following manner:
“As the capacity of an individual in a managerial position to positively influence, engage, and motivate their workforce. One where they demonstrate empathy, compassion, listen to understand, rather than respond, is trustworthy, authentic, and creates a psychologically safe environment. One where they create clarity and minimize uncertainty as much as possible during organizational change. In summary, a leader is one who creates an environment where the workforce feels engaged.” Edwin Mourino-Ruiz, 2026.
You see, it has been pointed out that our brains need a leader who creates a workplace environment where the workforce feels safe and certain, who communicates well (when it has been cited that only 5% of leaders are effective communicators), and makes understanding them easy. When this is done right, people have trust, and in high trust organizations, it has been noted that the workforce is less stressed, are more productive, is more engaged, are less sick, and in turn is less absent from work.
When people believe they work in a supportive and meaningful workplace environment and culture, they tend to be more engaged, purpose-driven, innovative, and committed. When leaders are more aware, wise, and compassionate, employees feel more psychologically safe and satisfied with their job. The benefits of a positive workplace culture lead to workers being more apt to recommend their organization as a good place to work, feel less burned out, and less likely to be on the lookout for other job opportunities.
This is shown in organizations that came up on The 100 Great Place Workplaces to work. It shows here the bottom-line implications of the above. Where workers in these organizations experience 8X greater revenue per employee than those not in these organizations. They expect their managers to care for them, which makes leadership fundamental.
Workplace Trends
The reasons the above are important to highlight is because there are various human capital trends taking place that impact the need for leadership. There is a perfect human capital storm brewing that includes an aging, growing, multigenerational, and multicultural workforce. Workplace stress is increasing, which is why work has been cited as the 5th cause of death due to stress. There is a growing skills shortage, the increase in technology through Artificial Intelligence (AI), and changing workforce psychology.
Due to these changing trends, organizations need to adapt and change. This has led to Uncertainty being the defining word in 2025, when our brains have a high intolerance for uncertainty. Countries and companies are aging, with 2.1 being the key number for workforce replacement, which includes births, deaths, immigration, and emigration. Presently, only two countries, Mexico and India, have enough of a workforce for the future with 2.8. The US dropped from 2.0 to 1.6. along with other European and Asian countries, which creates labor shortage problems, especially with the growing skills shortage.
The growing era of AI has also added to the uncertainty. Most are concerned about having a job in the era of AI. And while it is expected that this will happen with AI expected to eliminate 92 million jobs, it is also expected to create a 170 million jobs by 2030. Unfortunately, it seems some companies are attracted by the shiny new object, AI, and eliminate many jobs because of AI, only to have to rehire those they laid off because of AI.
It does not help that we are so enamored with our technological gadgets, such as cellphones and mobile devices. It has been noted that we tend to look at our mobile devices over 100 times a day and has been cited as creating health problems for all, especially children. The growing uncertainty of AI has led me to write an article titled: “The 6 Untouchable Human Powers AI can’t Replace-yet”. What we need to remember is that AI is a tool, not a replacement for our brain.
Changing Workforce Psychology
Today’s worker is looking more for autonomy, purpose, and mastery. They do not want to be micromanaged, want to continue to learn, and work for something bigger than just a paycheck. They want to increasingly work remote or hybrid as the Pandemic created. They are looking for happiness at work and for meaning. They want to be appreciated, or a simple thank you from their boss, and pay ranks lower in most studies.
They are feeling overworked, with 70% believing their boss is their biggest stressor. This makes sense since for 70% of managers also feel stressed, several have considered stepping down, and the younger generations do not appear interested in the boss role. More workers consider themselves to be struggling rather than thriving.
This is leading to a disengaged workforce, which is causing companies trillions in lost productivity. This has also led to 35% of employees willing to take a pay cut to see their boss fired. The question to consider for those in management is what type of workforce do you want: engaged, disengaged, or just don’t care? This has leadership and brain implications.
Keeping the Brain in Mind
This has led to the growth of work on neuroscience, neuropsychology, and NeuroLeadership. Neuroscience studies the nervous system and brain, enabling us to understand ourselves and others better. Neuroleadership is a term coined by David Rock and grew out of the need to help leaders be more effective while better understanding our brains. In essence, this led to the development of emotional intelligence, listening, and empathy.
Leaders need to understand that our brains are wired for certainty. Our brain’s resistance to change is normal, and leaders need to navigate this, especially when organizations have to change and adapt. Our brain’s primary role is to survive, and it is a prediction machine. Humans in turn, workers and leaders need to understand the “why” for the change. People tend to resist change because they don’t understand it, don’t like it, and don’t like the individual (usually the leader) forcing the change.
The good thing is, while we are wired for certainty, we can change. Neuroplasticity is the brain’s capacity to learn and change itself. The Prefrontal Cortex (PFC) is right behind our forehead. This part of the brain contains the capability for us to critically think through a problem or situation, to collaborate with others, and also serves as our brakes to stop us from doing anything not appropriate. However, under stress, this part of the brain goes dark, and we do not function effectively. Just think of last time you watched two individuals in an argument.
The more a leader is aware of these concepts and issues, the better prepared they are to take care of themselves and their workforce. One way to address this is by taking care of themselves and their brains. You see, our brains are like a supercomputer. We need to update our software through learning via experiences, books, workshops, and podcasts, among others. We need to protect our battery through 8 hours of sleep, vacations, and others. And we need to clean its hard drive by meditating, praying, journaling, etc.
In the growing era of AI, it is the metacognitive skills such as flexibility, adaptability, critical thinking, collaboration, and other interpersonal skills that will be critical. Recognize that as a leader, as I write in my book – BoSS-Behaviors of Smart Supervisors for the 21st Century Organization, you play 5 key roles you may have not realized. They are celebrity-because everyone is watching what they say and do. Quasi-psychologist, because you bring who you are, good, bad, and indifferent to every interaction you have. Quasi-sociologist because of team dynamics and anthropologist because of organizational culture. And last, the conductor of an Orchestra, because just as this individual has to get beautiful music from different musicians using different instruments, you as a leader need to get the best from your diverse team to achieve the business results your organization is striving for.
Leadership requires critical thinking, problem-solving, communications, and collaboration, skills that will be enhanced by AI, not replaced. Today’s boss will need to demonstrate, especially during these uncertain times, being an effective BoSS-Behaviors of Smart Supervisors.
Those in a leadership role will need to keep their BRAIN in mind as they strive to be better leaders. By this I mean:
Begin with you. Take care of yourself, so you can help your team.– to be agware of their own biases. Whether it’s about an older or multi-cultural workfoinrce.
Reflect and learn how well you are doing and what you may need to improve on.
Appreciate staff members. A simple thank you goes a long way. It ranks higher than pay.
Innovate and create a healthy workplace. Minimize stress whenever possible for you and others.
New Mindset needed in today’s workplace. The workforce expects their manager to care for them.
Remember, leadership starts with the mind. Your mind determines your choices, your choices determine your actions, and your actions shape your leadership.
ABOUT THE AUTHOR
Edwin Mourin᷁o – Ruiz, Ph.D.
Dr. Edwin Mouriño is an Air Force veteran, author, Human Capital, and DEI practitioner and speaker. As a human capital practitioner, Dr. Mouriño’s focus has been on helping leaders and organizations help themselves. He is an experienced professional with many years of leading and/or supporting key elements of organizational change projects. Dr. Mouriño is an Air Force veteran who began his career in Diversity Equity and Inclusion (DEI) as a graduate of the DOD-Defense Equal Opportunity & Management Institute (DEOMI) and has also been a speaker.
He brings broad industry experience that includes Fortune 100 companies. He is the founder and president of Human Intelligent (HI) Workplace, an organization focused on helping leaders help themselves through leadership, team development, and executive coaching. He has been and continues to serve as a college professor. He is also a Senior Fellow with the Conference Board on the DEI and Leadership Steering Committees.
He has extensive experience and thought leadership on Human Capital issues and supported organizational change efforts through Leadership Development, DEI, Executive Coaching, Team Development, Executive Retreats, Personality Assessments, and Organizational Change. He has spoken at numerous professional venues and written numerous articles on human capital trends impacting organizations, specifically addressing DE, and is the author and co-editor of several books.
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