The results of Leadership Pundit’s Survey on Leadership and Careers show that leaders can take more aggressive steps to innovate, change and grow their companies and organizations. While many of the 320 participating leaders and managers expressed concerns about the direction of the economy and future opportunities, the responses confirm that America’s passion for excellence continues to motivate those in the ranks of professional management.

The Survey reinforced the importance of a developing a new breed of leader visionary for the next decade who can develop leadership throughout the organization, build inclusive cultures, and deploy talent to drive results. This conclusion is consistent with what leaders are telling me in personal interviews.

In their own words, many executives reflected on the strong positives they see in the environment and the joys of their current roles:

• Companies that don’t excel are now falling to the wayside, leaving the best of the best to compete. It makes organizations more efficient and more focused on great results. 
• New media and technology are transforming business and creating significant new opportunities.
• I love being at the top of my career leading a large organization.
• Being a change agent is very exciting!

Respondents across the generations are motivated by the content, challenge, and importance of their work. These leaders are resilient, but guardedly optimistic about the future. In overwhelming numbers, they enjoy difficult, ambiguous assignments. The data points to a significant gap between what people say is most motivating and important to them, and their assessment of the specific actions their leadership team is taking.

The economy and continuing opportunities are a big concern. Fourteen percent say they are unemployed or in transition.

People are positive about the impact their company makes on society (65%), but many fear the negative impact of government policy and regulation. Direct quotes include:

• Our leaders are stuck in the status quo.
• Companies are too big and slow to move fast enough to meet the needs of stakeholders.
• I’m concerned about the lack of strong C-level talent.
• We need to raise the bar on values we hold dear…integrity, honesty, and character…and hold leaders to a high standard or force them out.
• I’m worried about government restrictions and the negative impact this will have on growth and career opportunity.

Respondents are highly motivated by the challenges of leading. The majority (73%) see themselves as leaders or future leaders in their current field or industry. They are motivated by the importance and challenge of their work: having a job that stretches their abilities (86%), having personal autonomy and responsibility (88%), being part of important initiatives for growth and change (85%), and doing work that directly advances the organization’s success (84%).

Leaders can do more to inspire innovation. Only 50% believe that the members of their company’s leadership team are developing innovative ways of doing business. Only 45% believe that their leadership team is providing adequate resources to promote innovation and growth. Fifty percent say that their leaders are launching bold new strategies for growth. Only 48% say that their leaders are aggressively using technologies to support the business.

What leaders do well, and not so well. Leaders are doing a good job at keeping the organization relevant and sough after in the marketplace (60%), anticipating needs that are most important to customers (63%), and speaking openly and honestly about what’s going on (57%). The senior leadership team received its lowest ratings when it comes to creating an inspiring work environment (41%) and developing effective leaders at all levels (42%). Profits and customers get more attention than building internal capabilities and leaders.

Risk Taking. Despite the challenges and uncertainty of the business environment, 49% said they are still willing to take personal risks to make their companies better, a sign that people are genuinely interested in doing the right thing even in a difficult labor market.

Concerns. Respondents largely believe that government regulation or policy limits their opportunities for growth. Fifty percent expect their company, industry or profession to undergo radical change. Only 43% believe they are well-paid for their contributions. Fifty-four percent are satisfied with their current position, while 43% are neutral or dissatisfied.

All in all, leaders have many opportunities to improve the performance and commitment of their organizations by recognizing that people want to do meaningful, important work that stretches their abilities.

Gen Y, aka the Millennials. Gen Yers only accounted for 7% of the respondents. Overwhelmingly, 86% say that having close relationships with their peers at work is extremely important. Seventy-two percent want to do their job on their own terms.

Older workers are rather negative about Gen Y. Only 23% said that Gen Y is making our business better, 17% said that Gen Y workers share the values of their senior leaders, 54% believe that Gen Yers have unrealistic careers aspirations. Forty-nine percent say Gen Y views their work as a job rather than a career and 20% say that Gen Y puts a bigger purpose ahead of their own self-interest.

Does Gen Y work hard enough? Twenty-four percent say yes, 32% are neutral, and 45% say no.

The neutral rating is extremely high on the question whether Gen Y is making our business better (50%). Either people don’t have enough experience working with Gen Y or the experience is very middle of the road. In any case, learning to work with and lead Gen Y will be important for the success of organizations in the long-term. As one CEO said, “Companies have to adjust their cultures to leverage the talents of diverse talents, including the youngest generation. It’s just good business.”