Problem addressed

The social problem addressed is the lack of, or barriers to, social mobility among young adults from vulnerable backgrounds. Our aim is to increase these young people’s employability and improve their transition into the labour market.

Based on a study conducted for Edulog and presented in November 2021 on access to higher education and the transition to the labour market, it is possible to identify more precise data regarding the Portuguese context:

First, access to higher education is not, in itself, a guarantee of equal opportunities or employability. Professor Alberto Amaral, one of Portugal’s leading experts in higher education, highlights, based on the study, that inequality in access to higher education persists in access to employment. He further emphasises that students from disadvantaged backgrounds “face a higher risk of unemployment”.

Second, transversal skills are less developed in more disadvantaged contexts and play a significant role in young people’s employability. The study discusses the correlation between vulnerable socio-economic backgrounds and lower development of transversal skills, with a negative impact on the employability of recent graduates.

Third, support networks and role models are important for young people’s employability and career development. In the academic debate on the leadership potential of young adults, several points help to contextualise this social problem. The first is that young people from disadvantaged backgrounds are less likely to take on leadership positions, as they also have less access to resources that enable professional development (Komives & Dugan, 2014). It would be highly desirable to see leaders from disadvantaged backgrounds in prominent positions, as this helps to show young people from vulnerable contexts that such roles are within their reach. This applies not only to leadership, but to any highly sought-after profession in our society.

The second point relates to the importance of developing young people’s confidence and decision-making capacity (Kress, 2006). Confidence and the ability to make decisions are essential for navigating a labour market that is changing at an increasingly rapid pace and that, since 2008, has already experienced a third major economic shock (the financial crisis, the pandemic, and the war in Ukraine combined with strong inflationary pressure, including rising interest rates).

This group is largely neglected or off the radar. From the very first contact, we identified a feeling of complete surprise; they did not expect to be recognised. During the first face-to-face training session, participants asked why the focus was on overcoming adversity rather than on achieving the highest grades. We explained that high-achieving students are already identified and have greater access to scholarships and support programmes. In 2023, we contacted more than 125 young people aged 20 to 21, and the response was consistent: they were astonished. On the employer side, more than twenty companies were contacted, and all highlighted the importance of this programme for the country and for their recruitment needs.

Innovative solution

Leaders Gang provides an innovative, evidence-based solution that combines data-driven identification, real-world skills development, and peer-led impact to overcome barriers to social mobility.

Its first innovation lies in how beneficiaries are identified. In partnership with public education authorities, the programme uses objective education data to identify young adults who demonstrated exceptional academic progress during secondary education despite socio-economic disadvantage. This approach moves beyond traditional merit-based or deficit-based selection models, ensuring fairness, precision, and transparency.

The second innovation lies in the methodology. Instead of relying solely on classroom-based training, participants develop employability and leadership skills by facilitating workshops for younger students. This learning-by-teaching model positions beneficiaries as active contributors rather than passive recipients, strengthening autonomy, confidence and responsibility while generating immediate social value.

The programme integrates structured mentoring, individual tutoring and reflective practice, ensuring that skills development is intentional, supported and measurable. Participants receive continuous feedback and are encouraged to adapt their learning paths, reinforcing ownership and self-determination.

A third innovation is the strong multiplier effect embedded in the design. Each participant supports multiple secondary school students, often in their former schools, becoming realistic and relatable role models. This reinforces social cohesion, strengthens local trust and helps reduce territorial inequalities.

Finally, Leaders Gang stands out for its rigorous approach to impact measurement. The programme has undergone external evaluation, including a randomised control trial, establishing a causal link between participation and improvements in key 21st-century skills. Ongoing assessment uses validated tools to measure a broad set of cognitive, social and emotional competencies.

Together, these elements form a scalable and replicable model that connects education, employment and social cohesion through collaboration between public institutions, civil society, companies and young people.

Key results and benefits

Leaders Gang generates measurable benefits at individual, community and systemic levels.

At the individual level, participants consistently demonstrate significant improvements in key 21st-century skills linked to employability, including communication, collaboration, critical thinking, leadership, resilience and self-efficacy. An external randomised control trial established a causal effect of the intervention in 2023, with statistically significant gains compared to a control group. Subsequent editions confirmed positive development across most of the 12 assessed competencies with high confidence levels.

Participants also benefit from expanded professional networks, increased exposure to employers and institutions, and greater clarity regarding career pathways. Many report higher confidence, stronger agency, and improved readiness for the labour market.

At the community level, the programme creates a strong multiplier effect. Each participant delivers workshops to secondary school students, positively influencing hundreds of younger learners each year. These students benefit from peer role models who demonstrate that social mobility is attainable, reinforcing aspiration and engagement with education.

Territorially, Leaders Gang strengthens social cohesion by connecting young people across regions, including rural and low-density areas, and by reinvesting talent into local communities. School-based activities and municipal recognition moments reinforce local pride and civic participation.

At a systemic level, the programme contributes to more effective use of public and private investment in education and youth employment. By targeting a previously overlooked group and demonstrating measurable outcomes, Leaders Gang supports evidence-informed decision-making and complements existing education and employment initiatives.

Potential for mainstreaming

Leaders Gang has strong potential for mainstreaming due to its evidence-based design, institutional partnerships and adaptability.

The programme is embedded within national education and social innovation ecosystems through collaboration with public education authorities, municipalities, schools and private sector partners. Its data-driven identification model and structured methodology are codified, enabling replication across territories without reliance on informal selection or exceptional local conditions.

Mainstreaming is further supported by robust impact evidence. The establishment of a causal link between participation and skills development provides a solid foundation for scaling through results-based funding, partnerships or integration into broader youth employment strategies.

Financially, Leaders Gang is progressing toward a diversified, sustainable funding model that combines public investment with private-sector engagement. The long-term vision includes a social business approach in which companies invest both for social impact and access to emerging talent, supporting scale while reducing dependence on grant funding.

At the European level, the challenges addressed by Leaders Gang, namely youth employability, social mobility, and territorial inequality, are widely shared. The model is adaptable to different education systems and institutional contexts, provided there is access to administrative data and cross-sector collaboration. Knowledge sharing through evaluation reports and international networks further supports transferability.

By aligning employability, social mobility, and social cohesion within a single, validated intervention, Leaders Gang offers a credible, scalable model for mainstream adoption across Europe.