The definition of effective leadership is undergoing a profound transformation, moving away from abstract visionary ideals toward a model built on accountability, clear communication, and personalized management. These are among the key findings of the MARCO Global Consumer Report 2025, based on a survey of more than 4,500 consumers across seven key markets, Spain, France, Germany, Italy, Mexico, Portugal and Brazil, aimed at identifying the leadership traits that will define success in 2026.
Two Fundamental Pillars: Accountability and Action
The study identifies a number of ‘non-negotiable’ attributes for the modern executive. By 2026, a leader’s success will be measured by their ability to deliver tangible results and take responsibility for their actions. According to the report, the most highly valued leadership qualities are emotional intelligence, with a score of 8.5 out of 10, followed by problem-solving skills, with a score of 8.3, and communication skills, also with a score of 8.3.Conversely, the traits traditionally associated with ‘charismatic’ leadership appear to be losing their appeal: ambition, with a score of 6.9 out of 10, and visionary thinking, with a score of 7.5, received the lowest scores amongst the qualities analysed. This suggests that employees are tired of rhetoric and are looking for practical, reliable and results-oriented guidance. People prefer action over abstract ideas: less talk and more impact
Emotional Intelligence Emerges as a Leadership Essential
The data suggests that, whilst results remain essential, the way in which they are achieved has changed. Technical knowledge or know-how (8.0) and leadership skills (7.8) are undoubtedly important, but practical skills alone are no longer enough. Emotional intelligence is becoming increasingly important and is now a fundamental requirement: empathy, rated at 8.5, and transparency, rated at 8.1, are among the most highly valued attributes, demonstrating that people want leaders who are open and emotionally aware, rather than solely task-focused.
A Personalized Approach to Team Management
A resounding 90.4% of respondents believe that leaders should adapt their management style to the individual needs of each team member. This figure reflects a strong demand for empathetic and personalised leadership, which is particularly relevant in increasingly diverse and hybrid working environments.
Furthermore, more than half of those surveyed rated inclusion and collaboration as extremely important, giving them scores of 9 or 10, with 36.5% awarding them the highest score. This confirms that today’s workforce expects leaders to actively foster a culture of support and teamwork, not as an added bonus, but as a basic expectation.
Global insights
The report also highlights interesting cultural differences regarding what is expected of leaders. Responsibility, problem-solving ability and communication are consistently ranked as the most highly valued traits across all the countries analysed.
In Brazil, Mexico and Portugal, respondents have the highest expectations of their leaders, demanding a high level of engagement and inspiration.
Southern European countries (Italy, Spain and Portugal) place slightly greater value on traits linked to emotional intelligence, such as empathy and communication skills, than northern European countries, reflecting a preference for a more people-centred style of leadership.
In Spain and Germany, the focus is shifting towards a more pragmatic and action-oriented style of leadership, which prioritises efficiency and direct results over more aspirational qualities, such as visionary thinking and ambition.
At the same time, both France and Germany value technical skills, knowledge and leadership ability as highly as soft skills, including transparency.
Commenting on this shift in expectations, Noelia Cruzado, CEO of MARCO, said: “The data is clear: by 2026, there will be no place for leaders who hide behind grand, ambitious slogans without making a real impact. People are demanding ‘human’ leaders: responsible, transparent professionals capable of managing the complexities of hybrid working with empathy. Today, the role of a CEO is not just about leading, but about empowering people, recognising their unique needs and fostering a culture of radical honesty”.
Methodology:
The survey was carried out between May and June 2025 in seven countries. It covered a range of topics, including workplace culture, hybrid working, social media use, sustainability, brand loyalty and leadership styles.
In total, 4,598 people from seven countries took part in the study: the main European markets and the two main Latin American markets: France, Germany, Italy, Portugal, Spain, Mexico and Brazil. The sample was obtained through random sampling, ensuring its representativeness of the general population in each country.
The data was collected via an online survey.
The study analyses new consumer behaviours and anticipates the emerging needs of both customers and employees, whilst identifying trends in brand relationships across different markets. This approach supports business development and thought leadership initiatives, whilst validating the most effective formats for social media communication in order to build a stronger connection with target audiences.