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The report explains how expectations and opportunity shape whether young people pursue leadership, and summarizes insights from surveys and interviews across 28 countries. It outlines three recommended strategies—reduce and reframe barriers, align values, and support equitable access—plus practical actions and resources for organizational leaders at all 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global research study from theCenter for Creative Leadership  \n# WHAT CAN ORGANIZATIONSDO TODAY TO SUPPORTTHE LEADERS OF TOMORROW?\n\nWhile serving as Superintendent(President)of the U.S.Naval Academy,I would sometimes visit classrooms andask,“Who in this room wants to be a leader?”Invariably,every student would enthusiastically raise a hand.Later,as Chancellor of a large public system of higher education,I would ask students the same question.Typically,veryfew hands would go up.  \nThe young people in both institutions were smart,talented,and determined.What explained the difference intheir reactions?I've come to believe it had a great deal to do with both expectations and opportunity.From their very first day at the Naval Academy,students are groomed to be leaders inside and outside ofthe classroom,and their opportunities to lead increase substantially and systematically throughout their4 years there.At many other institutions of higher education,however,leadership development is lessconsistent and accessible.The result:young people think that leadership roles are unattainable or notworth pursuing.That is terrible waste of potential,and it's a common situation around the world.At the Center for Creative Leadership(CCL),we're currently engaged in a global research projectfocused on emerging leaders between the ages of 18 and 30.We're exploring their attitudesabout leadership and their hopes and dreams for the future.Perhaps most significantly,we'recarefully examining what organizations can do to nurture the next generation of leaders.This report offers many practical suggestions on what team leaders and entire organizationscan do on that front-and it's intended to be read and acted on by anyone,at all organizationallevels,who works with emerging leaders.  \nThe more young people throughout the world who are prepared to lead,the greater chancewe have of building a thriving global community committed to growth,equity,and impactfor all.This report aims to help advance that conversation -and we're grateful that you're part of it!Warm regards,John R.RyanPresident &CEO十十Center for Creative Leadership  \n# TABLE OF CONTENTS\n\nINTRODUCTION:A RESEARCH-BASED CALL TO ACTION |4  \nOur research on emerging leaders,what these findings mean for your organization,and an overview of the 3 recommended strategies to engage them  \nALIGN VALUES|12  \nHelp emerging leaders connect theirlarger purpose to their work  \nRESEARCH一NSIGHTS  \nREDUCE &REFRAMEBARRIERS|6  \nPave a smoother path to leadership  \nSUPPORT EQUITABLEACCESS |18  \nThink and act in ways that promote inclusion  \nCONCLUSION |24  \n# INTRODUCTION:A CALLTO ACTION\n\nWhat would your organizationlook like if emerging leaders feltfully supported—able to makedecisions,make a difference,andhave their voices heard?  \nRecruiting and retaining talented employees iscritical to organizational success.Unfortunately,though,it's harder to do today than everbefore.With increasing globalization and digitalfluency,next-generation workers are free toexplore a broader range of opportunities.Butthey're also faced with upheaval on both thejob and personal front,from the challenges ofworking from home during a global pandemicto the struggles involved in finding their voicein an increasingly diverse and divided society.  \nTo develop a deeper understanding ofemerging leaders and their concerns,researchers at the Center for CreativeLeadership(CCL)have launched a broad,ongoing study¹that includes initial data from  \nmore than 10,ooo Gen Z and Millennialsages 18 to 30.An additional 6,00oresponses have followed to date.  \nParticipants come from 28 countries aroundthe globe and reflect varying social identitiesand work experiences.Some are first-timeleaders,whereas others have already movedup through the ranks.Some aspire to becomefuture leaders,whereas others are uninterest","cbCainRn3jJMEUST","https://ap.wps.com/l/cbCainRn3jJMEUST","pdf",1495317,26,"English","# Introduction: A Research-Based Call to Action\n## Our research on emerging leaders and an overview of the 3 recommended strategies\n# Reduce & Reframe Barriers\n## Pave a smoother path to leadership\n# Align Values\n## Help emerging leaders connect their larger purpose to their work\n# Support Equitable Access\n## Think and act in ways that promote inclusion\n# Conclusion\n# About the Research","[{\"question\":\"What is the report’s main purpose for organizations?\",\"answer\":\"It identifies practical steps organizations can take to nurture the next generation of leaders and supports emerging leaders at all organizational levels.\"},{\"question\":\"Why do young people in different institutions respond differently to leadership opportunities?\",\"answer\":\"The report argues expectations and opportunity drive outcomes, with some settings grooming students to lead systematically while others offer less consistent access.\"},{\"question\":\"What are the three recommended strategies in the report?\",\"answer\":\"The report recommends: reducing and reframing barriers, aligning values so leadership feels purpose-driven, and supporting equitable access through inclusive, sustained structural change.\"}]","IT'S YOU - NOT THEM - A global research study from the Center for Creative Leadership | PDF",1792044241,66]