Today, leadership is more than just meeting quarterly goals. It’s about shaping the future of a business and its people in a challenging environment. There are large gaps between what leaders require and what development organizations provide. According to DDI’s Europe Leadership Report, 2025, leaders recognize the need for future-focused skills yet are not receiving training in this area.
According to research, 80% HR organisations in Europe predict a surge of new leadership skills in the next five year. Only 22% of HR organizations have given priority to addressing the four most critical skills gaps identified by leaders.
What does this mean for the leaders and how can organisations address this challenge.
The development of leadership skills is a priority for many leaders
News stories are abound with speculations about the future of skills in Europe. This is especially true as Generative AI continues its transformation of the workplace across all sectors. Although the majority of HR professionals predicted a rise in the demand for new leadership abilities, less than a quarter have prioritized addressing critical skills such as:
- Setting strategy Although 55% of leaders consider it essential, only 13% have been trained.
- Engaging employees 55% of respondents deem it critical but only 15% have developed this area.
- Identifying future talent and developing it: While 48% of respondents cite this as being crucial, only 8% had received relevant training.
- Making decisions: Although 51% of leaders consider it crucial, only 14% have been trained.
Less than a fifth of leaders believe they have enough time to fulfill their work responsibilities. This shows that European organisations have failed to manage time effectively, protect the time of leaders and promote development.
Burnout is a result of lack of time for Europe’s leaders
The Europe Leadership Report highlights that leaders are increasingly stressed and burned out. Further data from the report reveals that more than half of Europe’s current leaders (54%) are experiencing an increase in stress ever since they assumed their roles. Seventy-two percent of these leaders are worried about burnout and forty percent have even considered quitting their leadership positions.
Burnout in leaders can have a ripple effect on the entire organisation. Not only does it affect the current team, but it also impacts the leadership pipeline. Organisations are at risk of losing their leadership talent just when they need it most. The answer lies in the way organisations support their leaders.
Burnout is more likely to be reduced in teams when organisations invest in skill development targeted to their needs and provide their leaders with the tools and time to succeed. Burnout is a major factor in the success of business leaders.
Burnout culture is still a “dirty secret” for too many organizations. No one wants to discuss it. Everyone feels it.
Leaders have a direct impact on how well companies manage burnout. Why? Leaders’ actions are often the reason why employees burn out or get close to it.
Leaders can set a new normal for themselves and their team and break the burnout cycle by leading by example. It is possible to normalise healthy collaboration, creativity and a sense of shared purpose by actively promoting a workplace that prioritizes psychological safety and wellbeing.
Burnout in leaders: How to support them
Leaders can still be human, even if they manage the burnout of their team. Burnout is a problem for many of them at the same moment. They often don’t admit their struggles out of fear that they will be seen as vulnerable. In turn, their team members also refuse to express their emotions, resulting in issues that never get resolved. Employees and leaders eventually reach their limits and decide to quit, causing a spiral of burnout.
Leaders face a complex and changing professional environment, and the way they manage stress reveals a lot about their leadership philosophy. According to the Europe Leadership Report’s top stress management strategies, leaders are:
- Talking with the current manager (52%).
- Self-reflection (51%)
The preference for manager consulting as the primary strategy for stress management has powerful implications in preventing unwanted turnover. Over half of leaders turn to their managers to get support. Organisations have an early warning system, but only if managers can respond effectively.
The actions for organisations are obvious. Supporting leaders through personalised, insight-driven development can reduce burnout not only within leadership teams but also throughout the organization. Prioritising employee happiness and wellbeing helps organisations to not only retain top talent, but also creates loyal and engaged teams that are ready to grow together and thrive for years.
Bruce Watt is Senior Vice President, Europe, India, and Australia, at .
