Bosses who admit “we could do better” : Leadership surveys offer cause for concern – but hint that the tide might have turned

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – There would appear to be a refreshing level of honesty among business leaders about the way they rate their own performance. The research enables Newhall to raise some interesting points about changing perceptions of the critical skills needed for leadership. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.