Professor David Tacey wrote in his book, The Spirituality Revolution that, whereas in the mid-1970s a survey of spirituality in the UK found that 17% of people admitted to having had a "spiritual" experience, 25 years later the percentage had risen to 76% of those surveyed.

Tacey goes on to recount his experience as a teacher of young people who, he claims, are seeking meaning in new ways. He states that the church, traditional educational institutions and workplaces are not providing this meaning, so the young are turning to a plethora of New Age gurus who are only too happy to provide answers and guidance (for a fee).

Tacey sees this as a positive thing. He sees the old institutions as being in decay and seemingly incapable of recreating themselves in a way that meets the yearning of the young for spiritual guidance, nurturance and meaning. He quotes management guru Gary Hamel, "Unless you are an industry leader in an unassailable position you probably have a greater stake in revolution than preserving the status quo."

Some time ago I had the privilege of interviewing three outstanding leaders. They each saw a major challenge for their large engineering organisations in attracting and keeping bright young talent. They saw that this task involved more than just providing safe and appropriately recompensed work. They saw a need to provide young people with something more.

For some that "more" is leadership. For others, it is opportunities to grow and learn. But the idea of spirituality (or providing meaning) is still a big move for most leaders and organisations.

Recounting these notions to the headmistress of a large and prestigious girls’ school I was surprised that she felt it wasn't really the school's job to provide meaning to the young. Surprised, because I knew that this was exactly what her school did. Despite the obvious commitment of her actions, this headmistress still held the view that meaning should be provided by the family. She was prepared to admit, however, that families were often failing in this job.

So here we have an interesting situation. We have employers who need bright, growing and inspired young people. We have young people who are seeking meaning in their lives, including in their work. We have leaders who don't think that providing such meaning is their job, and a management guru suggesting that success, for the majority of leaders and organisations, lies in doing things radically different.

I found Tacey's book inspiring. It gave me hope that a new generation is looking for inspiration and meaning where many of their elders have given up, and become cynical, discouraged and despondent. Tacey tells us that, when we find a new sense of meaning within our lives, we can apply it to our world and make a difference.

For leaders this is an opportunity. Those who dare to lead this change can capture the best youth, in hearts and minds, and recreate a system that better fits the emotional and spiritual needs of our changing society.