In other countries, the percentage of talents who believe they have this capacity is lower: in Peru, 90%; in Chile, 87%; and in Argentina, 81%. Among those who wish to lead, 70% mention they want to contribute to the growth and success of the organization; 68% want to guide and support others in their professional development; 65% to improve working conditions and the work environment for everyone; 52% to take on challenges and more responsibility; 43% because they are passionate about solving complex problems; 39% to influence important decisions within the company; 18% because they seek recognition and prestige within the organization; and 9% mention they want it for other reasons. Ability to inspire and motivate, among the fundamental characteristics of a leader. According to 72% of Human Resources professionals, the ability to inspire and motivate teams, as well as foster professional and personal development, are fundamental characteristics that a good leader must possess. The negative trend is repeated in Argentina with 68%; Peru with 58%; and Chile with 56%; while Ecuador stands out with the most positive perception of leaders in its organization at 74%. Good work climate and positive team results: two key indicators of a good leader. 83% of Human Resources specialists indicate that a good leader can be easily distinguished by a good work climate, while 72% state that this is visible from the results achieved by work teams. 100% of specialists affirm that it should be so. 76% of experts consider that leadership in their organization is average or deficient. 76% of Human Resources specialists consider that leadership in their organization is average or deficient; while only 24% consider it excellent or good. Among other key indicators, 55% recognize the leader's ability to solve problems effectively; 48% state that a low turnover rate in their team is the best sign; 45% indicate an increase in satisfaction and commitment of team members; 34% point to an increase in work quality and customer satisfaction; 28% external recognition, through awards and team achievements; and 24% mention the fact that other teams want to be part of theirs. What do specialists do when they notice a person has leadership problems? When a person in a hierarchical position has leadership issues, 45% explore alternatives such as role reassignment, changes in the organizational structure, or even termination of employment; 43% indicate that they address the situation by providing the necessary resources for the person to improve their leadership skills, such as development courses, books, assessment tools, or coaching sessions; 40% create a development plan that specifically addresses areas for improvement in their leadership skills; 36% talk with the person highlighting areas of strength and areas that require development; and 34% assess the person's leadership skills, identifying areas for improvement and understanding the reasons behind the problem. 45% of organizations implement strategies to help people in hierarchical positions develop leadership. 55% of HR professionals report that their organization does not implement strategies to help people in leadership positions develop leadership, compared to 45% that do. Among those who do implement strategies, 46% mention that they organize workshops, seminars, and specific courses designed to strengthen leadership skills; 23% offer mentoring and coaching programs; 16% provide access to development resources and tools such as books, articles, podcasts, videos, and other learning resources related to leadership; and 15% establish monitoring and evaluation systems to track the progress of developing leaders, identify areas for improvement, and adjust development strategies as necessary.
