Leadership has never been simple, but in 2026, it is undeniably more complex.
Across Western Australia, leaders are operating in an environment shaped by economic uncertainty, workforce pressure, regulatory change and heightened expectations around wellbeing, safety and performance. The old markers of success such as experience, technical expertise and positional authority are no longer enough on their own.
Today’s leaders are being judged less by what they know, and more by how they think, decide and lead others through uncertainty.
Complexity is no longer the exception
For much of the past decade, leaders could plan for disruption as a periodic event. In 2026, disruption is the operating context.
Supply chains remain fragile, labour markets are tight, and industries such as resources, construction, defence and professional services are being reshaped simultaneously by technology, regulation and social expectation. Decisions carry more consequence, timelines are shorter, and the margin for error is thinner.
In this environment, leadership clarity becomes a strategic asset. When leaders are clear on priorities, expectations and decision-making pathways, organisations move faster, even when conditions are uncertain. When clarity is missing, effort fragments and momentum stalls. Contemporary leadership research has consistently shown how clarity of intent and decision-making boundaries are critical enablers of execution in complex, high-risk environments, particularly where risk and interdependence are high.
Authority has shifted, whether leaders like it or not
Workforces have changed and employees are more mobile, more informed and more values-driven than ever before. Loyalty is increasingly shaped by leadership behaviour, not tenure or title.
This shift places a new demand on leaders, where influence now matters far more than instruction.
Former US Navy submarine commander and leadership author L. David Marquet argues that organisations perform best when leaders move away from control and instead create clarity of intent, enabling people closest to the work to make better decisions. In practice, leaders who communicate purpose, invite contribution and build trust are far better positioned to sustain performance, even under pressure.
Performance and wellbeing are no longer competing priorities
One of the most persistent myths in leadership is that performance and wellbeing sit in tension with one another. In reality, the opposite is increasingly true.
High-performing organisations are those where people understand what is expected of them, feel safe to speak up, and trust that decisions are being made with integrity. Harvard University’s Amy Edmondson has shown through decades of research that psychological safety is not about comfort, but about enabling learning, accountability and better decision-making in complex environments. These conditions reduce friction, improve decision quality and support sustainable effort.
In Western Australia, where skills shortages remain acute, leaders who fail to create these environments risk disengagement, turnover and avoidable operational risk.
The leadership gap isn’t at the top
When organisations talk about leadership challenges, attention often turns to senior executives, but the most significant leverage point sits elsewhere.
Frontline and middle leaders carry the weight of execution. They translate strategy into action, manage competing demands and absorb pressure from above and below. When they lack capability, confidence or support, even the best strategy struggles to land. Increasingly, global research highlights that organisational performance is most sensitive to the quality of leadership in these roles, where decisions are made daily and consequences are felt immediately.
Developing leadership depth, not just leadership at the top, remains one of the most effective ways organisations can strengthen alignment, resilience and sustained performance.
Capability must keep pace with expectation
In 2026, leaders are expected to manage complexity, lead change, communicate clearly, support wellbeing and deliver results, often simultaneously. Yet many have never been formally developed to do so.
Leadership capability does not emerge by accident. Burnout researcher Christina Maslach has consistently demonstrated that sustainable performance is shaped less by individual resilience and more by leadership behaviours, role clarity and system design. Similarly, strategy and leadership author Dorie Clark emphasises that leadership capability is built deliberately over time, through reflection, learning and practice, not through promotion alone.
Organisations that invest in this capability are better equipped to adapt, retain talent and perform under pressure. Those that don’t often find themselves reacting rather than leading.
Leading forward
The conversations taking place at the upcoming 2026 Business News Leaders’ Summit reflect a broader truth, that leadership is no longer about having all the answers. It is about creating the conditions where people can do their best work, even when the path ahead is unclear.
Clarity, courage and capability; these are the attributes that will define leadership performance in the years ahead.
For Western Australian organisations navigating growth, change and opportunity, the question is no longer whether leadership needs to evolve, but how deliberately we choose to develop it.
Our team at Aveling has supported Western Australian leaders and organisations for almost three decades, delivering evidence-based training and development across leadership, management, communication and safety. As host partners of the 2026 Leaders’ Summit, we are proud to contribute to the conversations shaping the future of leadership in WA.
To learn more about our approach to leadership and workforce development, visit aveling.com.au or phone 08 9379 9999.
