Matthew Butler-Adam is Regional Managing Director in the London office of Duke Corporate Education (Duke CE). He has deep experience of ambitious leadership culture change programmes and working with ExCos on strategic advisory initiatives. Matt leads Duke CE’s UK and EU client portfolio, working with senior clients across sectors to lead impactful and innovative transformation. Before joining Duke CE, he worked as a management consultant at Bain & Company as well as at Deloitte in the Mergers and Acquisitions advisory team. With a longtime commitment to academics and research, Matt graduated with a Master’s Degree in International Education Policy at Harvard University and a Master’s Degree in Economics for Development at the University of Oxford, where his research focused on behavioural economics and micro-econometrics; he was awarded the Luca d’Agliano prize for the best dissertation.
Recently, in an exclusive interview with CXO Outlook Magazine, Matthew shared insights on the role of leadership development evolving in the future and the three critical skills that will be required for a new era, personal hobbies and interests, future plans, pearls of wisdom, and much more. The following excerpts are taken from the interview.
What drives your passion for helping organisations solve strategic challenges through leadership development?
At its core, leadership development is about unlocking human potential. Organisations thrive when leaders are equipped with the right mindset, skills, and tools to navigate complexity. My passion comes from seeing how the right leadership can drive not just financial results, but also cultural transformation within an organisation.
Research has consistently shown that companies with strong leadership development programmes outperform their peers, generating significantly higher profitability (+20% according to Gallup) over time. That data reinforces why I do this work—leadership isn’t just a “nice to have”; it’s a core driver of long-term success.
What do you love the most about your current role?
The variety and intellectual challenge are incredibly rewarding. No two organisations face the same leadership challenges, which means my work is constantly evolving. I enjoy working with senior leaders who are deeply committed to transformation, and I love seeing that moment when leadership principles click for someone—when they start leading more effectively and making a tangible impact.
A variety of studies have shown that organisations that prioritise leadership development adapt more quickly to market disruptions and change. That’s one of the reasons I love this work—helping leaders become not just better managers, but better strategic thinkers who can drive lasting change.
How do you see the role of leadership development evolving in the future, and what skills do you think will be most important?
Leadership is shifting (and has been for some time) from a hierarchical, command-and-control model to one that prioritises adaptability, collaboration, and emotional intelligence. Our research suggests that leaders who demonstrate agility and emotional intelligence outperform their peers by 30% in decision-making effectiveness.
Three critical skills (supported by mindsets and behaviours) will define the future of leadership:
- Resilience & Agility – Leaders must navigate uncertainty, from economic shifts to technological disruptions. Organisations led by resilient executives tend to recover from downturns faster.
- Systems Thinking – The ability to understand how different parts of an organisation interact and influence each other is becoming increasingly valuable.
- Empathy & Trust-Building – Deloitte’s Global Human Capital Report found that organisations with high-trust cultures outperform peers by 400% in market valuation growth over a decade.
What role do you believe incentive-based interventions play in driving organisational performance, and how do you design and implement these interventions?
Incentives can be powerful, but they need to be thoughtfully designed. A series of studies have found that monetary incentives alone boost short-term performance but can erode intrinsic motivation over time.
Another study from a set of consulting companies (including Bain & Company) found that organisations using a balanced mix of financial incentives, career growth opportunities, and purpose-driven motivators see a 20% increase in employee engagement. The takeaway? The best incentive structures align rewards with long-term business objectives and employee well-being.
When designing incentives, I focus on three key principles:
- Alignment with Business Goals – Incentives should reinforce the behaviours that drive long-term success.
- Recognition Beyond Compensation – Studies show that public recognition and growth opportunities can be more powerful motivators than financial bonuses alone.
- Balance of Intrinsic & Extrinsic Motivation – Employees need to feel that their work matters, not just that it’s financially rewarded.
How do you stay involved in academic research, and what benefits do you see from combining academic research with practical application in leadership development?
I stay engaged by following research from top institutions, especially in areas of personal interest (economics primarily). Leadership development should always be backed by evidence, ensuring that what we teach is grounded in what actually works.
Researchers focused on mentorship found that leaders who prioritise coaching see a 25% improvement in team performance and a 50% reduction in turnover. Duke researchers (John Graham, Campbell Havey, and Jillian Popadak) found that over half of senior executives believe that corporate culture is a top three driver of firm value and 92% believe that improving their culture would increase their firm’s value. That insight is crucial — leadership isn’t just about strategy; it’s about developing people. When organisations apply research-backed approaches, they see stronger engagement, better retention, and ultimately, better business performance.
Is there a particular person you are grateful for who helped get you to where you are?
There have been many, but one that stands out is a mentor I had more recently in my career. They challenged me to think more critically about leadership—not just as a role but as a responsibility. Their guidance helped shape my approach to problem-solving and leadership development.
My mentor told me, “No one starts out confident. Confidence is built by doing.” That advice stuck with me and continues to shape how I coach leaders today. This is the reason we build events like Lead with Her (inspired by our CEO, Sharmla Chetty), focusing on how to lift others as we rise. Many of my mentors have been incredible women.
What does the term “authentic leadership” mean to you?
Authentic leadership is about leading with self-awareness, integrity, and a deep sense of purpose. It’s the ability to stay true to your values while being adaptable to the needs of your organisation and people.
Employees who perceive their leaders as authentic are significantly more engaged and productive. That’s a reminder that authenticity isn’t just a personal quality—it’s a business advantage.
What are some of your passions outside of work? What do you like to do in your time off?
Outside of work, I’m passionate about sports and really enjoy hiking and camping. I recently completed the West Highland Way in Scotland – a phenomenal experience. There’s something deeply rewarding about setting out on a long hike, overcoming challenges along the way, and reaching the summit.
I also value time with family immensely. I’ve learned that success isn’t just about professional achievements—it’s about the relationships we build along the way. Spending quality time with loved ones keeps me grounded and reminds me of what really matters. We just welcomed our first child, a daughter, and she keeps me fairly busy (luckily, I quite like her).
Where do you see yourself in the next 5 years?
I see myself continuing to influence leadership development at an even larger scale—perhaps through broader advisory and education programmes. I’d love to find ways to scale the power of education in multiple settings, potentially by partnering with growth-oriented funds focused on education investments.
I’d also love to dedicate more time to mentoring the next generation of leaders. Leadership development shouldn’t just be for those at the top; it needs to start earlier in people’s careers.
What advice would you give to someone looking to break into the field of leadership development or organisational performance?
Start by developing a deep understanding of what makes organisations and people tick. Read behavioural science, economics, psychology, and organisational theory, as these all play a role in shaping leadership development. Gain hands-on experience, whether through consulting, core business activity, or leadership roles, and seek out mentors who can guide you.
Most importantly, be patient. Leadership development isn’t about quick wins; it’s about long-term impact. Duke CE research found that organisations with strong leadership pipelines see twice the long-term revenue growth. That means investing in leadership isn’t just a short-term fix—it’s a long-term strategy that drives sustainable success.
My invitation to you: reflect on how you’re growing as a leader, and how you’re supporting the growth of those around you. Because in the end, it’s not just about leading, it’s about leaving a lasting impact.