The Leadership Effectiveness Analysis best practices report explores the qualities that differentiate high-performing tech leadership professionals from their less effective counterparts.

Leadership skills in 2026 are a critical capability that enable professionals in all industries to navigate the highs and lows of the ever-changing global working environment. Whether a job announcement, acquisition, or restructuring, there is always a challenge to be overcome, and positive leadership is often the driving force towards success or a favourable outcome in a difficult situation.  

Touchstone Executive Assessment recently published the results of its Leadership Effectiveness Analysis best practices report. The company collected data from 142 senior professionals in advanced technology roles, across multiple European organisations, between March 2023 and March 2026. The aim was to determine the specific leadership attributes that differentiate highly effective and less effective leaders. 

The report said: “Many years of research and practice assert a direct connection between leadership effectiveness and organisational performance.

“Organisations, however, differ widely in terms of their culture, history, business strategy and people. Because organisations present unique cultural signatures, there is no one best model or profile of effective leadership behaviour.”

Leading in tech has undoubtedly become more complicated as professionals are working in a landscape that is being heavily impacted by political and social instability, threats to global supply chains and mass layoffs at major organisations. With that in mind, now more than ever, it is critical that tech leaders motivate and drive positive action in the workplace. To do that, a hefty arsenal of diverse skills is necessary. 

Steady skills

Among those identified by Touchstone Executive Assessment (TEA) as the most critical skills for a modern-day tech leader was significant cognitive ability. TEA’s research found that leaders depend on the ability to learn quickly, think strategically, see the bigger picture and embrace ambiguity. 

The report said: “Technical knowledge and domain expertise, while important in themselves, are not the factors that differentiate the best in class from the average. It is the ability of the individual to reason under uncertainty, in real time and in a very expansive manner.”

In blending domain expertise with the ability to view one’s industry through a strategic lens, TEA’s report found, professionals can take into account the long-term implications of decision-making, improve business aptitude and create that big picture perspective.

The data also suggested that operational and interpersonal skills are key areas to work on for professionals in demanding technology roles.

“This is where the worlds of technology and people really come together,” the research noted.

“While execution focus and a production mindset are important, leaders in advanced technology must also be able to manage stakeholder relationships, to communicate and influence effectively, and to drive accountability and engagement across their entire landscape. 

“This goes well beyond project management; there is a real sophistication in understanding the organisational environment, knowing the rules of the game and rallying people behind the mission as well as the person.” 

Strong leaders, it said, will have the ability to understand organisational dynamics, effectively lead organisational change and deliver results.

Long-term stability

Perhaps unsurprisingly, given the current state of global instability and disruption, TEA’s report also indicated that professionals who show the ability to thrive under pressure and scrutiny perform better in leadership roles. 

“This talks to the characteristics of the person, not just the person in their role. Our research indicates that personal and professional resilience are increasingly important factors, bringing an ability to sustain performance when the going gets tough and to bounce back quickly from setbacks.”

People in this position are, according to TEA, tenacious, determined and better able to sustain their performance in landscapes impacted by uncertainty and pressure. It found that they are unlikely to take issues personally or emotionally, as they demonstrate resilience, effective decision-making and a tolerance for ambiguity. 

Commenting on the results of the study, David Ringwood, the head of assessment and executive coaching at TEA, said: “There is no single right or wrong way to lead – context is king. Technology and AI today are very different than they were 10 years ago, and leadership accordingly needs to recalibrate in line with that shifting context and the changing expectations of employees. The best technology experts don’t always make the best leaders.

“Hiring, developing and building a book of talent that includes those who have the headroom to grow is critical, not least in technology and AI where there is always competition for top talent. This is a ‘how do we’ question – how do we objectively know what predicts the greatest future potential, how do we measure what is exactly relevant and how do we know we’re being as objective as possible?

“Putting the wrong person in the wrong role or career path is an expensive way for everyone to find out. This research may contribute to the definition of what high potential looks like in the tech sector and gives organisations a much clearer sense of where to build performance for today and leadership for tomorrow.”

Notably, in May of this year, technology and consulting company Expleo released the results of its AI sentiment tracker, AI Pulse, for Ireland, a report which found that business leaders in Ireland, ahead of their contributing European counterparts, are far more likely to value empathy as a fundamental skill for managers in the age of AI.

Among Irish business leaders, human-centric skills were identified as the most critical abilities a manager can wield, particularly in the context of increased AI adoption. 

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