The Leadership Imperative: How Inclusion, Sustainability, and Scalable Development Drive Organisational Performance

In an era of rapid change, organisations could rethink leadership, inclusion, and sustainability as critical levers for business performance. Three recent reports—Grant Thornton’s Women in Business 2025 (global, with regional breakdowns), SEAI’s Median Costs of Individual Energy Upgrades (Ireland), and the Center for Creative Leadership’s Scaling Leadership Development (USA/global), highlight key trends shaping the future of leadership. From gender diversity to environmental sustainability and scalable leadership development, organisations could adopt data-driven strategies to thrive while navigating legislative requirements, societal expectations, and corporate obligations.

8 New Insights for Leadership and Organisational Performance

1.Gender Parity Remains a Distant Goal—But It’s Business-Critical

Grant Thornton’s report, based on global mid-market businesses, indicates that women hold just 34% of senior leadership roles, with full parity projected only by 2051 (Grant Thornton International, 2025). Countries like the UK, EU nations, and the USA have varying gender diversity policies, with the EU’s new directive requiring corporate board quotas. This slow progress represents a missed opportunity, as research consistently links diverse leadership teams to better decision-making and innovation.

2. Leadership Development Must Be Scalable and Inclusive

The Center for Creative Leadership (CCL), headquartered in the USA, highlights the need for leadership development that is both scalable and inclusive. Many firms, particularly in the US and UK, struggle to implement widespread leadership training due to limited resources (Abraham, Howard, & Smith, 2024). Countries with strong corporate governance regulations, such as Germany and France, are increasingly mandating leadership development as part of ESG (Environmental, Social, and Governance) requirements.

3. Sustainability is a Leadership Responsibility

SEAI’s report, focused on Ireland, underscores the rising costs of energy upgrades, with detached homes requiring an average of €23,500 for renovations (Sustainable Energy Authority of Ireland, 2024). EU legislation, such as the Green Deal and Corporate Sustainability Reporting Directive (CSRD), is increasing obligations for businesses to adopt greener practices. Leaders could prioritise energy efficiency investments to ensure long-term cost reductions and compliance with regulatory expectations.

4. External Pressure is Driving Change Faster Than Internal Commitments

Grant Thornton’s research reveals that mid-market firms facing investor and client pressure to increase gender diversity saw faster progress (Grant Thornton International, 2025). In countries like the UK and Canada, corporate governance codes already require gender diversity reporting. The USA’s SEC (Securities and Exchange Commission) is also increasing disclosure requirements for companies on ESG and diversity metrics.

5. Inclusion Enhances Organisational Resilience

CCL’s global research highlights that organisations with inclusive leadership structures outperform competitors, especially in times of crisis. Hybrid workplaces in countries like Australia, Germany, and Japan require leaders who foster collaboration across remote and in-office teams, ensuring compliance with labour laws regarding flexible working arrangements (Abraham et al., 2024).

6. Financial Performance Improves with Leadership Diversity

Firms that invest in gender equity strategies report higher innovation rates, improved decision-making, and stronger financial results. Yet, only 20% of businesses explicitly link diversity initiatives to their bottom line (Grant Thornton International, 2025). In the EU, businesses are now legally required to report gender pay gaps, a measure that is influencing corporate strategies across Europe and beyond.

7. Sustainability Investments Will Define Future Competitiveness

While government grants exist for energy efficiency in Ireland and across the EU, many organisations struggle to fund sustainability initiatives upfront (Sustainable Energy Authority of Ireland, 2024). With stricter regulations in the UK and the EU regarding carbon neutrality and emissions tracking, organisations that delay investment in sustainability risk falling behind competitors who are already adapting.

8. The Future of Leadership is Continuous Development

Organisations that fail to invest in scalable leadership programs risk losing talent. CCL advocates for leadership strategies that are flexible, accessible, and embedded across all organisational levels (Abraham et al., 2024). In the UK, companies integrating leadership development into corporate social responsibility (CSR) strategies are aligning with the public sector’s growing emphasis on leadership training.

Recommendations for Leaders and Organisations

1. Enhance Organisational Richness and Perspective-Taking – Organisations could focus on increasing the richness of perspectives and experiences within leadership, enhancing decision-making and strengthening inclusion practices. This could involve creating environments that value diverse lived experiences and ensuring structural inclusivity to support long-term organisational growth (Grant Thornton International, 2025).

2. Embed Leadership Development at Scale – Companies could offer diverse learning pathways, including digital leadership programs, mentorship, and on-the-job development, as seen in US-based firms (Abraham et al., 2024).

3. Prioritise Sustainability in Organisational Strategy – Leaders could integrate energy efficiency and sustainability into financial planning to comply with EU and UK net-zero policies (Sustainable Energy Authority of Ireland, 2024).

4. Leverage External Pressure to Drive Internal Change – Companies could proactively respond to investor and client demands for diversity and sustainability rather than wait for regulatory requirements (Grant Thornton International, 2025).

5. Create Inclusive Leadership Pipelines – Firms could invest in mentorship, networking, and professional development opportunities to ensure diverse talent advances to senior roles, following best practices from UK and EU-based companies (Abraham et al., 2024).

6. Make Leadership Development a Business Priority – Leadership could be viewed as a lever for organisational success rather than an HR initiative, a common practice in forward-thinking US firms (Abraham et al., 2024).

7. Improve Data Transparency and Accountability – Organisations could track and report on gender diversity, sustainability investments, and leadership development outcomes to align with regulatory expectations in Europe, North America, and Asia-Pacific (Grant Thornton International, 2025).

8. Champion ESG and Organisational Culture – Leadership teams could integrate environmental, social, and governance (ESG) principles into their corporate identity to remain competitive in highly regulated markets such as the EU and UK (Sustainable Energy Authority of Ireland, 2024).

The intersection of inclusion, sustainability, and leadership development is shaping the future of organisational success. Companies that embed these principles into their strategies will drive performance and build more innovative, equitable, and resilient workplaces. With evolving regulatory landscapes in Europe, North America, and Asia-Pacific, organisations could act proactively to remain compliant and competitive.

References

• Abraham, M., Howard, J., & Smith, M. (2024). Scaling leadership development: Future-proof your organisation with leadership development at scale. Center for Creative Leadership.

• Grant Thornton International. (2025). Women in business 2025: Impacting the missed generation. Grant Thornton.

• Sustainable Energy Authority of Ireland. (2024). Median costs of individual energy upgrades. SEAI.