As part of Saudi Leadership Society’s (SLS) – at Misk- efforts to develop the knowledge and skills of the current and next generation of leaders in Saudi Arabia, an engagement survey was disseminated among members to capture their perspectives on the challenges they face and the support they need. 195 participants responded. While the survey included quantitative and qualitative items, in this article, we focused our analysis on one open-ended question: What is the single biggest leadership challenge you believe SLS can help you overcome?
The responses were analyzed thematically, revealing five key themes that reflect the needs of emerging Saudi leaders: leading under pressure and uncertainty, building trusted networks, career growth and professional pathways, mentorship and peer-learning programmers, and opportunities for representation at both the national and international levels.
1. Leading Under Pressure and Uncertainty
Many young leaders pointed to the challenge of decision-making in fast-changing, complex environments. As some of the participants shared:
“One of the biggest leadership challenges I face is confidently making decisions under pressure. I believe SLS can help me build confidence and learn from real leadership experiences and feedback.”
“My single biggest leadership challenge is leading large-scale, cross-disciplinary initiatives. I aim to align multiple sectors; academia, healthcare institutions, and regulatory bodies. SLS can help me sharpen my ability to influence and navigate complex systems.”
These responses resonate with what researchers describe as the VUCA environment (Volatile, Uncertain, Complex, Ambiguous) (Johansen, 2009). King & Badham (2019) argue that impermanence, disruption, and structural shifts in industries and societies create disproportionate pressures on leaders. With the growth in technology and global connectivity, leaders are often forced to make critical decisions with limited information, highlighting pressure as one of the most significant challenges that must be addressed in supporting and preparing leaders.
In the Saudi context, Vision 2030 calls for keeping pace with rapid transformation through leading change and fostering innovation. The ability to withstand pressure and make decisions amid uncertainty has therefore become a fundamental leadership skill.
2. Connections and Networks
The strongest and most consistent theme was the need for connections. Participants expressed their needs for trusted networks, cross-sector introductions, and industry-specific access. Two of them stated their need:
“Having a trusted network where you can share challenges and get advice from a high-caliber group is what I need most.”
“Connecting with people from my specific industry (art and design)… being able to find people from outside my city and connect with them would be great.”
Ne his regard, leadership studies indicate that professional networking is not merely about social interactions; it is one of the most critical leadership competencies directly linked to leadership opportunities and the development of social capital (Moy, 2011). Research also highlights that some of the most enduring outcomes of leadership programmers are the relationships participants build with one another during these experiences (Russon & Reinelt, 2004).
For the emerging Saudi leaders in this survey, building networks—both within and beyond their areas of specialization—is not only a means of personal leadership growth but also a way to create bridges across sectors that support national transformation. This is precisely what Misk seeks to achieve through the Saudi Leadership Society (SLS), which brings together members from a wide range of industries under one platform.
3. Career Growth and Pathways
A clear need expressed by participants was for tangible career advancement; whether through exposure to opportunities, access to board seats, or smoother transitions from education to the workforce.
“In today’s rapidly changing world, there is a need for continued development and growth. SLS is providing this through the toolkit and community events.”
“I want access to leadership roles or board seats… and opportunities to transition from university to the workforce.”
This aligns with international evidence that career success is tied to a combination of education, health, social relationships, and meaningful work. Further, Burke & Attridge (2011) study indicate that a leader’s career success is closely linked to factors such as education level, good health, strong social relationships, and continuous professional growth. The needs expressed by leaders in this area align with Misk’s leadership development objectives, where professional advancement is not viewed merely as an individual aspiration, but as a strategic tool for building a generation capable of realizing the ambitions of Vision 20300.
4. Mentorship and Peer Learning
Participants highlighted the need for continuous mentorship and peer-led programs. For example:
“It will help me build my skills as a leader and through my experiences with SLS I will be able to apply the lessons learned from members of the society, events, activities, and initiatives into my personal and professional life to great effect.”
“We need to leverage our members more. Their diversity and skill set covers a lot of aspects.”
Research consistently finds that peer mentoring delivers wide-ranging benefits. According to Lachter & Ruland (2018), peer-mentoring programmers yield significant and long-term benefits; they enhance self-confidence, career decision-making ability, stress management, and social integration. Mentors themselves also benefit from guiding emerging leaders by developing their communication and reflective thinking skills, as well as strengthening their overall leadership maturity.
5. Opportunities to Represent
Finally, participants expressed a strong aspiration to represent Saudi Arabia in global contexts and contribute to national transformation. Some examples:
“Opportunities for members to participate in global events representing the Kingdom based on skills and relevance would be very impactful.”
“As Saudi Arabia advances toward Vision 2030, leaders are expected not only to inspire but also to operationalize bold initiatives with measurable impact.”
This reflects a sense of leadership as service; a chance to represent one’s country, inspire others, and create outcomes that extend beyond the individual. In the Vision 2030 era, opportunities to serve and represent are not symbolic; they are foundational to building Saudi Arabia’s international presence and credibility in the leadership arena.
The voices of 195 emerging Saudi leaders converged on a single truth: passion may ignite the spark, but commitment is what sustains leadership journey and impact. The responses revealed a deep understanding of the challenges and demands of leadership; from navigating pressures and building relationships to learning from peers and representing the Kingdom. These findings illustrate that leadership in the Vision 2030 era requires a balance between individual ambitions and collective commitment.
For the SLS at Misk, these insights are not just data points; they serve as a roadmap. By responding to these articulated needs, the Society can ensure that the next generation of Saudi leaders is not only ambitious but prepared, resilient, and equipped to lead with commitment in a fast-changing world.
References:
Burke, J., & Attridge, M. (2011). Pathways to Career and Leadership Success: Part 1-A Psychosocial Profile of $100k Professionals. Journal of Workplace Behavioral Health, 26(3), 175–206. https://doi.org/10.1080/15555240.2011.589718
Johansen, R. (2009). Leaders Make the Future: Ten New Leadership Skills for an Uncertain World (2nd ed.,revised and expended). Berrett-Koehler Publishers, Inc.
King, E., & Badham, R. (2019). Leadership in uncertainty: The mindfulness solution. Organizational Dynamics, 48(4), 100674. https://doi.org/10.1016/j.orgdyn.2018.08.005
Lachter, L. R., & Ruland, J. P. (2018). Enhancing leadership and relationships by implementing a peer mentoring program. Australian Occupational Therapy Journal, 65(4), 276–284. https://doi.org/10.1111/1440-1630.12471
Moy, R. (with Drew, A.). (2011). Leadership and social networking: Updating your ministry status. Grove Books.
Russon, C., & Reinelt, C. (2004). The Results of an Evaluation Scan of 55 Leadership Development Programs. Journal of Leadership & Organizational Studies, 10(3), 104–107. https://doi.org/10.1177/107179190401000309
*These findings are based on data collected through a questionnaire distributed to members of the Saudi Leadership Society (SLS). The survey included 195 participants, and data was gathered using both quantitative and qualitative methods. The open-ended questions were subjected to a thematic analysis of the responses.
