In an era marked by volatility, uncertainty, complexity, and ambiguity, the triadic relationship between work–life balance, business leadership, and lifelong learning has become central to organisational sustainability and human development. This study explores how the synergy among these constructs can empower the future workforce in a dynamically changing world. Drawing from global, continental, and national perspectives, it examines how effective leadership practices influence employees’ ability to harmonise professional and personal roles while fostering continuous learning. The research integrates contemporary leadership theories, specifically McGregor’s Theory X and Theory Y, to frame the discourse around adaptive, participatory, and emotionally intelligent leadership paradigms that align with modern expectations of work–life integration and perpetual skill renewal. The conceptual framework posits a cyclical model wherein leadership acts as the catalyst, lifelong learning as the mechanism, and work–life balance as the outcome, producing a self-reinforcing system of empowerment. Empirical evidence underscores that transformational and supportive leadership styles enhance employee well-being, learning engagement, and resilience, whereas rigid, control-based models hinder innovation and satisfaction. Findings reveal persistent challenges, including leadership rigidity, digital overload, and unequal access to learning opportunities, especially in emerging economies. The study concludes that future empowerment requires a paradigmatic shift from control to collaboration, advocating for human-centric leadership, institutionalised flexibility, and embedded learning cultures. By uniting these domains, organisations can achieve both performance excellence and holistic well-being in a world defined by continuous change.