As a result, leadership hiring trends now tend to favour adaptability, inclusivity and sustainability. This period of adjustment is challenging for some, but an opportunity for everyone.

One of the buzziest headlines in the HR media this month is the news that over 200 UK companies (accounting for over 5,000 individuals) have permanently implemented a four-day working week, without reducing pay.

Those in favour of the move argue that it enhances employee retention and productivity and aligns with the preferences of younger workers who prioritise work-life balance and mental health. Those against it include Amazon and JPMorgan, whose CEO Jamie Dimon has mandated a five-day office-based working week.

Shorter weeks and developmental cultures

According to The Guardian, 78% of UK residents aged 18 to 34 believe a four-day working week will become standard within the next five years, while Deloitte research has found that over three-quarters of UK Gen Zs and 71% of Millennials would consider seeking new employment if mandated to work full-time in the office.

With 41% of Britons working from home either entirely or partially as of last September, employers clearly need to recognise the importance of flexible work arrangements for employees.

But that’s not all. Research from Gallup indicates that younger generations expect to be coached and developed in their workplace, with Millennials being more likely than previous generations to seek regular feedback and opportunities for personal and professional growth. And as for the famous value-alignment factor, LinkedIn research shows that nearly 9 in 10 Gen Z-ers and Millennials in Europe would leave a job to work somewhere that better matches their values.

What kind of leadership do we need?

From our interaction with C-Suite teams, we know that leaders today need more than technical expertise or a proven track record of success. They need the curiosity and courage to embrace change, the influence to challenge legacy practices and the vision to balance competing priorities while still driving sustainable growth.

This isn’t about sweeping away everything that came before. It’s about finding a blend that works—one that satisfies a broad group of stakeholders, from employees seeking flexibility to customers expecting innovation and shareholders demanding results.

According to TTI Success Insights, human-centric leadership (characterised by empathy and authenticity) are increasingly important qualities in leadership teams, with employees seeking leaders who foster diversity, purpose and personal growth. It’s also important that leaders invest in strategies to develop staff skills in the face of emerging (perhaps even unprecedented) new roles. They must also embrace generational diversity, with Baby Boomers and Gen Z now working side by side, and each requiring different things from their employers.

The UK manufacturing sector faces a leadership gap as it transitions from traditional practices to digital innovation. According to Made Smarter research, 8 in 10 manufacturers believe that effective leaders are critical to adopting new technologies or green practices that are key to the successful evolution of the sector in the future. The research points to a requirement for manufacturers to “reorient change from the traditional top-down to the bottom-up, and perhaps the middle-out”.

Practice what you preach

It follows that employers must deliver on their brand for staff as well as customers. Korn Ferry has noted an increasing need for Employee Value Propositions (EVPs), noting that organisational culture must be part of the lived employee experience, rather than merely a promise. As it says, “In 2025, unique human experiences will stand out in an era of automation and standardisation”, with high churn the natural consequence of broken employer brand promises.

Building success with a new leadership approach

The evolving landscape of tech and manufacturing requires new approaches to leadership, and we’ve seen as much exciting innovation in this as we have with technology itself. It’s not easy to challenge the status quo while maintaining a solid foundation for growth, but some key considerations for leadership hiring and development include:

• Understanding workforce needs – Recognising that younger employees expect work-life balance, professional development opportunities and purpose-driven leadership.
• Balancing tradition and innovation – Retaining core business strengths while embracing new ways of working, from flexible schedules to AI integration.
• Creating an adaptive culture – Encouraging continuous learning and change management within leadership teams to remain competitive.
• Fostering open dialogue – Building transparent, communicative and collaborative environments where employees feel valued, heard and safe.

For tech and manufacturing businesses looking to stay ahead, now is the time to assess leadership hiring trends and ensure teams are equipped for the challenges of the modern workforce. By embracing change, fostering inclusion, and prioritising sustainability, companies can position themselves for long-term success in an ever-shifting market landscape. Businesses have been evolving into more than “just” places of work for some time now, but even so, this feels like an exciting moment.

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What caught our attention this month

Yo-Go is go: A clean transport pilot scheme in Hammersmith & Fulham has seen the launch of a fleet of licensed electric buggies from Yo-Go - with ULEZ-exemption, free parking and regenerative braking.

More good news for UK EV: Nissan, Jatco and the UK government have secured a £50m investment to develop a new EV plant in Sunderland, reinforcing the UK’s position in sustainable automotive manufacturing and creating future job opportunities.

Norway shows the way: With 90% of its new cars now battery-powered and a goal to reach 100% electric vehicles by year-end, Norway is leading the charge towards sustainability.