New report finds leaders feel 'used up' amid widespread change
The future of many organisations is at risk as a new report found that depleted leaders across the world are choosing to job hug instead of leaving to take care of their wellbeing.
DDI's Global Leadership Forecast found that 19% of leaders globally frequently feel "used up" at the end of the workday, a key warning sign for burnout.
Gen Z leaders are most likely to experience this, with more than a quarter (26%) of them frequently feeling "used up," according to the findings, which polled 11,395 leaders in more than 50 countries.
The report attributed fatigue to constant disruption at work, with leaders who don't feel prepared for change more likely to report being "used up" at the end of their workday.
Leaders who are concerned about their skills becoming less relevant over time are also 2.3 times more likely to often feel "used up" at the end of the day, the report added.
Depleted leaders are job hugging
A major concern flagged in the report when it comes to depleted leaders is that they are choosing to remain in their current workplace instead of leaving to take care of themselves.
DDI's findings showed that only 15% of highly stressed leaders have considered leaving their roles, while only six per cent plan to leave within the next year.
This is much lower than the 40% of highly stressed leaders in DDI's report in 2025, who said they had considered leaving their roles to protect their wellbeing.
The findings reflect the job-hugging trend happening in workplaces, where employees are choosing to stay in their current workplace instead of moving elsewhere amid the lack of confidence in the job market.
Leaders, as the report revealed, are feeling the same concerns.
"With economic uncertainty, a cooler hiring market, rising costs of living, and AI reshaping what roles will even look like, many leaders are holding tight to the jobs they have," the report read.
"Staying may feel like the safer choice, even when leaders are running on empty."
Leaders may also be staying because of skills uncertainty and the fear of getting left behind, the report added.
"When roles are shifting, signalling that you're 'used up' can feel like a risk to what comes next," the report read.
"For many, staying put may feel like the safest way to avoid being left behind."
Not good for firms
But these decisions may not be a positive thing for organisations, according to the report, which warned that depleted leaders could make company performance suffer.
"Staying doesn't mean leaders are thriving," the report read, pointing out that "used up" leaders are 3.9 times more likely to learn about organisational issues later than they should have.
"And because many leaders may be reluctant to signal exhaustion or uncertainty at work, organisations may not see the risk until performance starts to slip," it read.
"When leaders are running on empty, they may have less bandwidth to check in, ask questions, and catch early warning signs from their teams. By the time issues surface, the window to get ahead of them may have closed."
Change-ready leaders are missing
Energy depletion in leadership is a "symptom" of the broader finding that most leaders aren't prepared for change, according to the report.
It revealed that only 17% of leaders feel prepared to manage change, while 11% of HR professionals surveyed said their leaders are very capable of navigating the pace and future of change.
"The risk isn't just leader burnout. It's that depleted leaders are staying in their roles while organisations rely on them to execute change they aren't prepared to navigate," the report read.
What it means for HR leaders
The report underscored that HR professionals cannot eliminate change in organisations, but they need to make sure leaders are prepared to perform through it.
"Organisations can't slow the pace of change. But they can make sure leaders aren't facing it depleted and unprepared," said Tacy M. Byham, Ph.D., CEO of DDI.
"That may mean making a counterintuitive choice: giving leaders who drive urgent change the time and capacity to build their skills while they continue to deliver. Building change-ready leaders protects more than their well-being. It protects their ability to perform when the business needs them most."
The report urged HR professionals to prepare their bosses to lead themselves through change.
"Deep self-awareness helps leaders understand how they respond to change, recognise behaviours that can derail them under pressure, and reflect on past changes to prepare for the next ones," the report read.
"By anticipating these tendencies and building their personal resilience, leaders can better manage their energy, adapt their approach, and remain effective as circumstances change."
It also urged HR professionals to prepare leaders to lead their teams and business through change.
"Leading a team through change requires more than communicating what is changing," the report read.
"Leaders must balance competing demands while providing clear direction, setting expectations, inspiring diverse team members, and paying attention to how sustained disruption affects their teams."
