As organisational "borders" become increasingly blurred, HR leaders will need to become more adaptable and able to deal with issues on a "case-by-case basis", says AHRI HR leader of the year and Allens Arthur Robinson people and development director Susan Ferrier.
The leaders that add the most value to a company are those who invest significant time in ensuring they have a worthy successor, says leadership expert Dave Ulrich.
For managers, the office Christmas party is work - an opportunity to reinforce a culture of engagement - not time to let their hair down, says leadership expert Stephen Bell.
One of the reasons why many large-scale engagement initiatives are "hit and miss" is that what is motivating for one worker might be "de-motivating" for another, says leadership consultant Silvia Damiano.
The leaders who add the greatest value to a business are those who actively pursue new connections, and who embrace uncertainty and change, says Corrs Chambers Westgarth CEO John Denton.
Employers spend too much time trying to fix their employees' "weaknesses", when they should really shift focus to capitalise on their strengths, says management consultant and author, David Rendall.
Priming particular workers for particular leadership roles is a risky business, but developing a pool of workers with "adaptive leadership capacity" makes strategic sense, says the University of Western Sydney's Beryl Hesketh.
Managers who coach their team members are more likely to retain them and keep them engaged, according to Life Work Solutions consultant Pamala Crumblin.
