In today's business landscape, we can be assured of only one thing: We are entering an uncertain time. Change is in the air, but the form it takes and its impact on work is yet to be seen. Several leadership capabilities will be critical for navigating this future, and based on Zenger and Folkman's research, they're all areas where women excel.

Candidates for leadership roles are often asked about their first 90 days, and there is a good reason why. Incoming leaders only have a short period of time to set the tone for how they will lead, establish boundaries and identify and clarify goals.

When you arrive in a new leadership role, negotiating conditions for success upfront will help ensure you’re not only able to assume a leadership role with adequate compensation but also build a strong legacy while occupying the position.

Leading an organization out of crisis can be an incredibly satisfying and career-changing move. The first step is to understand the challenges and risks of taking on such a role.

Although resonant leadership has many strengths and may be an impactful default style under most conditions, there are times when dissonant leadership can be both an appropriate and even preferable way to tackle specific fiscal, market and organizational challenges.

Leaders who spend time on the ground with team members often benefit from the relationship-building and communication that come with being visible and accessible. How do leaders get and stay out of the day-to-day tactics, have time to address the essential issues and avoid burning out?

How data are collected, how datasets are sometimes “scrubbed” and how data is eventually presented and interpreted are also structured by biases, and the best way to uncover these biases is to bring a qualitative perspective to bear on quantitative approaches and claims.

As a leader, you can’t be everywhere all the time, but you can influence at least a few of your organization’s micro-cultures. Done right, you can use these interventions to have a positive and pervasive impact across the organization.

There is a growing body of evidence that suggests mentorship has a profound impact on people across the career cycle. That said, as your career advances, the reasons for seeking mentorship, the selection of mentors and the impact of having a mentor also change.

Employees who see advocacy in action and benefit from it are far more inclined to become advocates themselves. As a result, organizations driven by advocate leaders also tend to be more inclusive, diverse and equitable environments in which to work and grow on the job.

Succession planning is often viewed as the job of human resources. However, if you want your succession plan to reflect a robust DEI mandate, it needs to be viewed as part of everyone’s work.

If you want to change your organization’s DNA, expect to be in it for the long haul, but don’t rule out some quick gains. With the right stimulus, you may discover that your organization’s DNA is more changeable than imagined.

Making an effort to promote authenticity in the workplace is valiant and even necessary. However, companies must recognize that it isn’t a one-size-fits-all project. To truly commit to authenticity, it's vital to ensure all employees, regardless of their demographic, are supported.

With over 10% of Fortune 500 companies now led by women, the groundwork is being laid for more women to enter the C-suite in the near future. If today’s exceptional leaders want to secure this future, now is the time for them to opt in to transformational leadership—both in theory and in practice.

Written by Carol J. Geffner, Ph.D. and Chris Corwin, M.P.H., this white paper discusses the challenges hospital C-suites face in leading disruptive change as the healthcare system transitions to value-based care. The insights are based on interviews with 20 hospital CEOs.