The Belgian labour market has evolved rapidly in recent years. One day of remote work per week has become standard practice, younger generations openly express their expectations, and they expect organisations to be as diverse and inclusive as they are themselves. As a result, leadership styles have had to adapt.
Where technical expertise and hierarchical decision-making once dominated, soft skills increasingly define effective leadership today. Empathy, communication, emotional intelligence and connective leadership are no longer “nice to have” — they are strategic competencies at the core of modern leadership.
On the occasion of International Women’s Day, Karina Perez Galindo, Noëmie Cicurel and Vanessa Sproedt-Graef share how soft skills contribute to modern leadership and how they can help close the gender leadership gap in Belgium and beyond.
Leadership is shifting from control to connection
The conversation around soft skills is more nuanced than it is often portrayed. Men and women may naturally display different soft skills, and personality as well as experience shape individual leadership styles.
Karina Perez Galindo explains: “Women generally show more empathy, but often doubt their knowledge and experience. Men, on the other hand, tend to display more self-confidence. Reality is, of course, more nuanced, but it is clear that the importance of people skills has increased.”
This growing relevance is no coincidence. Hybrid ways of working require trust rather than control. Teams are more dispersed, expectations are more individualised, and competition for talent remains strong in the Belgian labour market.
Noëmie Cicurel confirms that trend in today's leadership: "Inclusion is often championed by women. I also see more women engaging with learning and development opportunities, adopting a growth mindset, and using collaboration skills. They are good at seeing the bigger picture, alongside the details of a situation, and working across teams."
In other words, soft skills influence not only internal collaboration but also employer attractiveness and long-term talent acquisition.
Soft skills in a competitive labour market
The way organisations operate has fundamentally changed. Leaders must manage hybrid teams, respond to higher expectations around flexibility, and focus more explicitly on well-being, development and sustainable employability.
“Business never stands still, but digitalisation over recent years has certainly accelerated several trends”, Karina notes. “Hybrid and remote working have increased the importance of soft skills, and candidates now have more options. Flexibility, emotional intelligence and communication are essential when managing teams that are no longer full-time office-based. A deeper understanding of values and motivations also helps retain talent in a highly competitive labour market.”
Organisations that invest in people skills are better positioned in a market where candidates have choices. Loyalty and engagement are not driven solely by competitive compensation packages, but by an inclusive culture where employees feel heard and valued.
Vanessa Sproedt-Graef also observes a clear mindset shift among younger generations: “Today, younger generations set the example when it comes to mental health, feedback, training and flexibility. As Karina mentioned, digital transformation in the labour market has reinforced these trends. Loyalty and engagement stem from a corporate culture that reflects these priorities.”
Inclusive leadership strengthens performance
Soft skills are not just about well-being — they directly impact business performance. Organisations that actively embed diversity and inclusion into their leadership approach often see strategic advantages as well.
Vanessa shares a concrete example:
“I saw a company in a male-dominated sector appoint its first female CEO. She immediately engaged with the board of directors. During her search process, she explicitly requested diverse shortlists to strengthen inclusion. She also deliberately kept vacancies open longer to ensure she selected the best candidate with the right skills and mindset. Step by step, she transformed the company culture, improving not only diversity but also commercial performance.”
Karina highlights the importance of balance. “Companies that perform well are often led by individuals who combine different strengths. At this point, people skills truly make the difference in leadership roles.”
Developing soft skills is a deliberate choice
Leadership does not evolve automatically. It requires reflection, patience and clear decision-making.
Vanessa offers practical advice: “Look at the bigger picture, be patient and avoid short-term decisions. Analyse the existing corporate culture and define the culture you want to create. Take the time to recruit the right people and ensure your leadership team embodies your values. As an organisation, you need a clear vision — and if you stay aligned with it, you will naturally attract the right people. That is the key.”
"It’s important to challenge bias. French writer Olivier Sybony co-authored ‘Noise’ with Daniel Kahneman and Cass Sunstein, which explores flawed decision-making", adds Noëmie. "It’s important to have a group of people who disagree with your views, he says. In addition, executive leaders should consider people’s ‘mad skills’ – developed through their hobbies and life experiences – because they can influence the development of soft skills."
Inclusive leadership as a strategic necessity
Find your next leader
Closing the gender leadership gap requires more than quotas or symbolic initiatives. It demands a broader understanding of what effective leadership means today.
Empathy, active listening, inclusiveness and connective communication are not “soft” qualities in the pejorative sense. They are essential foundations for organisations aiming to succeed in a complex and competitive Belgian labour market.
Soft skills are not the opposite of hard results. Increasingly, they are a prerequisite for sustainable performance and long-term leadership success.
Looking for your next leader? Robert Half can help. Contact us today!
About the contributors
Karina Perez Galindo has been Managing Director of Robert Half Executive Search in the Netherlands since March 2022. She relocated to Europe after building the company’s operations in Chile for more than a decade.
Noëmie Cicurel has been with Robert Half since 1999. After more than two decades successfully expanding the company’s activities in France, she now serves as Director Learning & Development for France, Germany, Benelux and Switzerland.
Vanessa Sproedt-Graef is Managing Director for Robert Half’s operations in Frankfurt, Rhein-Main and Mannheim. She joined the company in January 2021 and brings more than 15 years of experience advising organisations across the full HR value chain.
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