In the volatility of the contemporary business world, leaders are subject to stress; still worse is that not every leader has the traits necessary for successful coping (Barsh, Mogelof, & Webb, 2010). The solution for the lack of coping skills issue is suggested in the form of a strategy developed by McKinsey & Co advisor company. The five key capabilities represent a leadership model that relies on several pre-conditions and the skills that the leader has to develop. These are critical determinants of the leaders’ successful performance and enhancement of their life quality, as such. Capabilities      Meaning                                                             Meaning           Searching and discovering the meaning in the working process        Positive Framing  The ability to convert stress and uneasiness into opportunities     Connecting        Socializing and establishing ties other than a descending hierarchy Engaging          Being able to perceive risks and act nonetheless                    Managing Energy   Staying motivated and energized                                      These capabilities form the centered leadership model that is quite likely to result in the leader’s enhanced adaptive capabilities and present the feeling of belonging while lowering the unhealthy impact of stress. Initially, the authors state, the model was developed with regard to the female leaders (Barsh & Cranston, 2009). It was asserted that female leaders are more likely to develop personal capabilities that help them center their leading effort firstly on themselves, and later – on their business. Women, the state, are better at utilizing their inner power to attribute meaning to what they do. Moreover, women possess a higher level of emotional intelligence that enables them to be self-aware. Also, women are commonly regarded as better conversationalists due to their social skills, which is why female leaders gain trust easier than their male counterparts (Barsh & Cranston, 2009). Nevertheless, all the components of the McKinsey leadership model are applicable to both male and female leaders. Gender-related studies of leadership have discovered that the differences between men’s and women’s leadership styles exist; they are, however, insignificant per se (Appelbaum, Audet, & Miller, 2003). The McKinsey leadership model dimensions concentrate the leaders’ attention on themselves and extravert it to their teams, enhancing both the performance and life in general. After the leaders identify themselves as such, they learn to single out their strong points and utilize them in business. The model increases the leaders’ self-awareness and control. Also, it helps deploy a personalized view of the issues and overcome the anxiety of facing them. After that, the leader learns to communicate their objectives to the team. Without plunging into a descending hierarchy, the leader uses dialog to overcome complex situations and encourage the team’s performance. It is important for the team to feel the leader’s presence and participation, which the leader also learns. Either through coaching or the power of persuasion, the leader acts mindfully in the toughest of situations, thus gaining the respect and trust of the