In this blog for International HR Day 2026, Lisa Pearl, People and Change Director, CIPD, explains why HR professionals are central to creating an environment of trust-based, people-centred leadership that drives sustainable performance.
Expectations of leaders have shifted sharply. The world of work is more uncertain, more human and more demanding than before — and increasingly, more technologically enabled. CIPD research shows that trust in leadership is one of the strongest predictors of employee engagement, yet many leaders feel least equipped for this moment, particularly as artificial intelligence reshapes decision‑making, jobs and skills.
Leaders are operating in one of the most challenging environments we’ve seen for a generation. Ongoing uncertainty, rapid and overlapping change, hybrid working models and accelerating technological advances — including the growing use of AI — have fundamentally reshaped what leadership involves. At the same time, leaders are increasingly expected to take responsibility for employee wellbeing, inclusion and engagement, while still delivering performance.
We can see how cumulative this pressure has become, and CIPD research confirms the growing strain on leaders and managers. Many leaders are navigating constant change without the time or space to pause, reflect or rebuild capability. They are being asked to lead differently — with greater transparency, empathy and ethical judgement — yet are often still rewarded for behaviours rooted in certainty, speed and control.
The widespread adoption of AI adds another layer of complexity. Leadership decisions about automation, data use and algorithmic tools directly affect trust, fairness and people’s experience of work. This makes leadership capability a strategic people and culture issue, not simply a development challenge.
Despite this changing context, many organisations continue to rely on leadership models designed for more stable environments. Traditional command‑and‑control approaches are built on hierarchy, authority and the assumption that leaders should have the answers.
Low‑trust cultures are consistently linked to poorer wellbeing, weaker engagement and lower sustainable performance, as highlighted in the CIPD Good Work Index 2025. In AI‑enabled workplaces, silence and fear increase ethical and reputational risk.
Leadership fit for the future is people‑centred, not leader‑centric. It recognises that performance and culture are inseparable, and that technology — including AI — should enable better work rather than replace human judgement.
This shift in leadership won’t happen by good intentions alone. HR professionals are central because leadership is shaped by organisational systems — including how AI is governed. HR influences role design, reward, performance and progression, and sets expectations for ethical leadership behaviour.
CIPD guidance has made clear that people professionals have a critical role in shaping responsible technology use, including AI.
This reinforces HR’s role as a strategic partner — not just a delivery function.
The CIPD’s international research and partnerships show that human‑centred, values‑driven leadership travels well across borders, even as organisations adopt AI at pace.
Leadership is changing, and organisations can’t afford to leave that change unmanaged — or allow technology to shape leadership without human oversight. The evidence is clear: trust‑based, people‑centred leadership drives stronger cultures and more sustainable performance. HR professionals are central to making this real.