Which characteristics of an organization can ensure the basis for a long term, robust operation and competitiveness in our complex and dynamically changing, though less and less predictable, business environment of today? What is the role and significance of gemba when creating flexible organizational behaviour which is able to quickly adapt to changes? What changes in factors will define basically the 2020’s competitive leadership style? Which employee skills are the most important on the labour market in the 2020’s? How can leaders affect their present and future employees so that they rise to new challenges in each level of the organization? How can the conscious practice of gemba-based leading behaviour help leaders so that they can continuously improve their and their employees’ most important (new) skills ? How can leaders fit these new skills into their leadership style repertoire? This article aims to find answers to these questions.