On the 9th of October, we were joined by Michele Dix (MPA, NISTA and former TfL), Julia Pyke (Sizewell C) and Richard Holm (ICW) for our latest ResoLex Roundtable, ‘Are We Selecting and Developing the Right Type of Leaders?’ Almost two years on from the MPA’s No More Heroes report, senior voices from across the major projects community came together to reflect on progress. The verdict was mixed: while the sector is showing signs of change, particularly around collaboration and diversity, there is still a long way to go to see more examples of good leadership cultures that are inclusive, adaptive and emotionally intelligent.
Despite the broad acceptance that the “hero” leader model is outdated, our speakers brought perspectives through different lenses – combining client leadership, industry body viewpoints and consulting experience. Michele reaffirmed the relevance of the “incomplete leader” concept, reminding the group that no one person embodies every quality. She pointed to “green shoots” of change, such as improving gender and ethnicity diversity, but more is needed to reflect the wider diversity of thought. She also emphasised that leaders should be assessed not only on what they deliver, but how they lead. Building on this, Richard introduced the idea of “character skills”, a concept originally explored by Alex Grant, arguing that so-called “soft skills” should be reframed and revalued as essential competencies for leadership. From a client perspective, Julia stressed the importance of leaders communicating vision clearly, hiring wisely, and empowering their teams to perform at their best – connecting the work of major projects with wider social value.
‘It was great to represent the Institute for Collaborative Working and see the alignment between the ‘MPA No More Heroes’ publication and the ICW Collaborative Leadership Insights paper. Whilst independently undertaken, the conclusions were aligned, placing an equivalent emphasis on management experience, as there is to emotional intelligence, and collaborative leadership skills.’
Richard Holm
‘It was very encouraging to hear consensus on the need to move away from hero leaders and the recognition of leaders needing to be “learn it all’s” as opposed to the “know it all’s” going forward – especially in an increasingly complex system-based environment.’
Michele Dix
Designed as an open, interactive discussion, participants shared their own experiences of where progress is being made and where barriers remain. The conversation unfolded across three key themes, each exploring how the industry can evolve from individual heroism to collective, sustainable leadership.
- Leadership in Major Programmes – Beyond the “Hero” Leader
Leadership in major programmes demands more than technical excellence. It requires ‘learn it all’s’, not just ‘know it all’s’ – emotional intelligence, systems thinking and the ability to orchestrate collaboration across complex environments. Participants called for leadership to be treated as a specialised discipline, supported by deliberate development and structured learning.
There was a strong call to grow talent from within through mentoring, coaching and safe spaces for stretch roles. Human qualities such as courage, empathy and vision were highlighted as essential, with agreement that great leaders not only deliver outcomes but also connect people to purpose. The takeaway: leadership should be seen as a craft, shifting the focus from short-term delivery to long-term capability building and ensuring there are good leaders across the project or programme, not just at the top.
- Capacity and Succession – Expanding and Diversifying the Leadership Pool
The discussion turned to why the leadership pool for major programmes remains so narrow. Consensus pointed to both quantity and readiness, but also to confidence in the industry of there being a committed pipeline of major projects to be involved in. Too few people are being developed, and those who are, often lack the support or experience to succeed. Over-reliance on familiar names, rigid professional silos and limited cross-sector mobility continue to stifle diversity and renewal.
Participants also recognised a disconnect between training and practice. Leadership programmes exist, but the learning rarely embeds once people return to delivery-driven roles. Burnout, lack of progression and a “too busy to develop” mindset were identified as major risks to capability and retention.
To break the cycle, the group urged a move away from “hero” models towards shared leadership teams, recognising and rewarding leadership behaviours at all levels, not just at the top. Building a connected system that values leadership as a collective, long-term capability was seen as essential for resilience.
- Future Skills and Behaviours – Leading with EQ in an AI World
Looking ahead, participants explored what the next generation of leadership should look like. The message was clear: leadership development must start early, not at university but in schools and early career experiences. Education still teaches outdated command-and-control models, leaving future leaders technically skilled but emotionally underprepared. Closer collaboration between industry and education was seen as vital to redefining what effective leadership looks like, combining real-world experience with academic learning.
Bridging the gap between academia and industry was seen as critical. Participants called for more collaboration, with practitioners teaching in universities and academics engaging with live projects. Diversity of thought, empathy and adaptability were identified as future core competencies, especially as AI automates technical work.
The conversation also touched on the future of work. Younger professionals want autonomy, flexibility and meaning rather than hierarchy. Organisations that fail to offer purpose-led environments risk losing talent to more progressive sectors. As one delegate put it, “we can’t keep measuring people by outdated frameworks and expect modern leadership to thrive.”
Shifting from Heroic to Systemic Leadership
Across all three themes, the message was consistent: sustainable leadership in major programmes requires cultural and systemic reform. This will mean creating safe spaces for growth, structures for mentoring and mobility, and metrics that reward empathy, collaboration and trust.
Without these shifts, the Hero leader challenge will persist, with a small group of exhausted leaders carrying the weight of complex programmes while a generation of potential successors look elsewhere.
This roundtable marked just the beginning. In an upcoming playbook, we will explore the data gathered during the session alongside wider industry research and insights from related events. Together, these will examine how major projects can move beyond the hero leader model and build a more sustainable leadership ecosystem.
Stay tuned as we share more on what it takes to select, grow and sustain the right type of leaders for the future of major programmes.