Living reference

The Leadership Moment Index

Which conversations come up most often for leaders? This page keeps the prevalence and primary-share evidence at one permanent address as the archive grows.

Research Report 01 · v0.2 · September 2026

Conflict
Development
Influence
Execution
Adaptive

Illustrative. Each point stands for one of 11,359 real leadership cases, gathering into the 20 moments. Cluster sizes are equal, not to scale. Source: Report 01, draft

Method and scope

The current draft maps cases in a two-decade archive to twenty recurring leadership moments. Prevalence can overlap: one case may contain more than one moment.

Read Report 01

Prevalence by moment

How often each moment appears in the archive, with the base and source for every figure.

Figure 1 · Report 01 draft · September 2026

of all mappings come from the three most common moments

≈30%

all mappings in the Report 01 draft · Source

Figure 2 · Report 01 draft · September 2026

of all moment mappings come from the ten most common moments

71%

all 34,103 mappings · Source

1Building systems of accountability2,730

2Proactive psychological safety creation1,698

3Giving open & honest feedback32.6%

4Cross-functional collaboration30.7%

5Coaching not solving27%

Moment	Prevalence	Cases	Source
Building systems of accountability		2,730 of 11,359 cases	Report 01, draft
Proactive psychological safety creation		1,698 of 11,359 cases	Report 01, draft
Giving open & honest feedback	32.6% of 11,359 cases		Report 01, draft
Cross-functional collaboration	30.7% of 11,359 cases		Report 01, draft
Coaching not solving	27% of 11,359 cases		Report 01, draft

Moment prevalence can overlap. Source: Report 01, v0.2

Primary share.

The problem leaders name is often not the one that recurs.

Figure 3 · Report 01 draft · September 2026

cases involve building systems of accountability, named as the problem in only 19%

2,730

of 11,359 real cases · Source

Figure 4 · Report 01 draft · September 2026

cases involve proactive psychological safety creation, named as the problem in only 11%

1,698

of 11,359 real cases · Source

How can this help you now?

Giving open & honest feedbackPrivate to you

You0:02“Have you got a few minutes? I want to talk about Tuesday's client call.”

You named a specific occasion, not a pattern

You0:08“When the client asked about the delay, you said it wasn't our problem.”

You described what was done, not what the person is

You0:19“The client emailed afterwards asking for a new account lead.”

You said what the effect was, and on whom

For you

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For your organisation

Honest data, because nobody performs for an audience

Find which Moments your leaders actually struggle with
Evidence mapped to your competency framework
Aggregate-only reporting

Psychological safety leads to better outcomes

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