Leadership and managerial overwhelm: The increasing threat of ‘unbossing’

Keywords: stress, leadership, turnover, unbossing

Date: 21 February 2025, WorkLife Digital

The 2025 DDI Global Leadership Report* (based on responses from across more than 50 countries and 24 major industry sectors) reveals that 71% of business leaders have experienced a significant increase in stress since assuming their roles, up from 63% in 2022. This alarming trend is largely attributed to insufficient time and resources, with only 30% of leaders feeling they have enough time to complete their work to satisfactory standards.

The consequences of this stress epidemic are severe. A staggering 40% of business leaders experiencing work-related stress have contemplated leaving their positions. This not only threatens the stability of current leadership but also jeopardises the future of organisational talent pipelines with the report also highlighting a growing trend among younger professionals to avoid traditional management roles, a phenomenon known as "conscious unbossing".

The urgent need for investment in psychological wellbeing

The current situation demands immediate attention and investment from businesses in psychological wellbeing and stress measurement. With 80% of organisations lacking confidence in their leadership bench, the need for robust support systems is clear. Implementing comprehensive stress measurement tools can help identify pressure points and inform targeted interventions.

Leadership support and development

Effective stress management techniques can significantly reduce the likelihood of leader turnover. The DDI study highlights three key approaches:

Self-reflection (74%)
Open discussions (71%)
Utilising learning and development tools (46%)

Leaders who employ all three methods are 1.5 times less likely to leave their roles within the next year. This underscores the importance of providing leaders with a diverse toolkit for managing stress and maintaining their wellbeing.

Fostering resilient leadership

Human Resources and People Operations departments play a crucial role in supporting and developing resilient leaders. However, only 22% of HR teams currently have the bandwidth and resources to prioritise future-oriented skills like managing change and developing talent. This gap in focus areas presents an opportunity for HR to advocate for increased resources in leadership development.

To build a strong case for investment, HR professionals should:

Demonstrate the ROI of advanced leadership skills
Highlight the link between leader wellbeing and organisational performance
Implement regular stress assessments and wellbeing check-ins
Provide tailored support and development programs

The broader impact on workplace culture

The stress experienced by leaders inevitably trickles down to affect the entire organisation. Investing in leadership wellbeing can create a positive ripple effect throughout the organisation. Leaders who are equipped to manage their own stress are better positioned to support their teams and foster a healthier work environment.

Economic implications

The impact of workplace stress extends beyond individual organisations to affect the global economy. Stress, anxiety, and depression cost the global economy approximately $1 trillion in lost productivity annually. By investing in leadership wellbeing and stress management, businesses can contribute to mitigating this enormous economic burden.

Strategies for implementation

To effectively address the leadership stress crisis, businesses should consider the following strategies:

Provide comprehensive leadership development programs that include stress management techniques as well as encouraging employee autonomy and the practice of delegating
Foster a culture of open communication about mental health and wellbeing
Invest in technology and resources that can alleviate administrative burdens on leaders
Invest in external peer group membership to help leaders and managers get fresh perspectives, clarity, and advice and support to make big decisions. Peer groups provide a confidential environment where leaders can openly express and discuss issues they may not feel comfortable addressing internally and can connect with others who have faced or are currently facing similar challenges

The current state of business leadership stress is becoming more unsustainable and poses a significant threat to organisational success and economic stability. By investing in psychological wellbeing, stress measurement, and leadership development, businesses can create a more resilient and effective leadership pipeline. This investment not only benefits individual leaders but also contributes to a healthier workplace culture and improved organisational performance.

WorkLife Digital is a global mental-wellbeing consultancy driven by the mission to improve the sustainability of businesses. Our psychological wellbeing tool, Worklife Quotient (WL-Q), is modelled on cutting-edge scientific research and provides organisation-wide measurement and intelligence on the mental wellbeing levels and psychological resilience of staff. WL-Q also assesses the impact of organisational practices (i.e. people and culture, leadership styles, organisational purpose and values, social impact) that have a direct influence on staff wellbeing and provides strategic recommendations on addressing risks and promoting strengths.

For more information, get in touch at lisa@worklife.digital

REFERENCES

https://www.ddiworld.com/research/global-leadership-forecast-2025

Global Leadership Forecast 2025, is DDI’s eleventh forecast since starting this stream of research more than 24 years ago. This report examines responses from 2,185 human resource professionals and 10,796 leaders from 2,014 organizations around the world. The research, which spans more than 50 countries and 24 major industry sectors, summarises best talent practices and provides key trends to guide the future of leadership.

de Oliveira C, Saka M, Bone L, Jacobs R. The Role of Mental Health on Workplace Productivity: A Critical Review of the Literature. Appl Health Econ Health Policy. 2023 Mar;21(2):167-193.