Aleksandra Gregor­ic on Col­lab­or­a­tion, Cour­age, and Pur­pose

Aleksandra Gregoric is an Associate Professor at the Centre for Corporate Governance in the Department of Accounting at Copenhagen Business School. Her research explores the drivers and implications of more democratic and representative forms of leadership and governance. She focuses particularly on worker representation in decision-making and the impact of these practices on organizational behaviour. More recently, she has extended her work to include gender diversity in leadership, examining the factors that motivate or prevent women from reaching top positions. As Aleksandra explains, both companies and employees are becoming increasingly aware of the growing demands from a diverse set of stakeholders – a shift that requires leadership and governance models to evolve. “The business environment today is much more complex and dynamic,” she notes, “and that definitely requires change in the way we consider leadership and governance.” 

Aleksandra’s research shows that the perceived conflict between shareholder value and responsible, sustainable business is far smaller than it once appeared. She argues that leaders, shareholders, and stakeholders should move beyond discussions about how value is divided and instead prioritize creating broader social and organizational value that benefits everyone. This, she believes, depends on fostering collaboration, sharing knowledge, promoting talent development, and building motivational structures that support inclusion and growth. “Creating a collaborative environment where employees have a voice in decision-making is very beneficial for companies,” she explains, drawing from years of empirical research on employee–management relations. 

Her work also highlights the importance of connecting diversity to organizational success. Aleksandra studies both the structural and psychological barriers that limit women’s access to senior roles, as well as the factors that might discourage them from pursuing leadership positions altogether. She emphasizes that inclusive organizations are not only more creative but also more attractive to employees. “It’s very important that every person in the organization feels there are opportunities for career or personal development,” she says. Such inclusion, she argues, is essential for motivation and long-term commitment. In today’s workplace, employees increasingly expect their employers to offer purpose beyond financial performance. “Organizations need a purpose that promises something more ambitious than simply generating profits,” Aleksandra adds. 

For her, three leadership qualities are particularly crucial today: collaboration, coherence, and courage. Collaboration, because companies and their stakeholders must work together to find solutions to complex societal challenges. Coherence, because a company’s purpose must be clear and consistently reflected in its culture, hiring practices, and incentive structures. And courage, because leaders need to be bold enough to enable innovation and creativity within a rapidly changing environment. “We need leaders to secure an environment where everyone, regardless of gender, age, or background, has an opportunity to contribute and develop,” she concludes. “This is crucial for organizations today – both to attract and to motivate talent.”