Half of European Workers Reject Leadership—Here's How to Change That

Jan de Vries · 2026-11-12

For employees who want to grow, climbing the ladder used to seem like the obvious move. But that ambition can look very different when the next step means leading a team. For European businesses trying to encourage that leap, the real challenge is making leadership feel like an opportunity people can actually picture themselves choosing. ### Why Leadership Looks Unappealing Across European Markets According to Ipsos, 46% of employees across Europe find becoming a people manager unattractive or very unattractive. In Sweden, that number climbs to 63%. When you see reluctance like that across so many markets, it's worth asking what your current approach signals to potential candidates. Here's the encouraging part, though. The same report found that management's appeal is 2.6 times higher among employees who feel supported in their careers. Researchers suggest the difficulty in attracting candidates may come down to whether people can see a worthwhile future in those roles. That gives employers a practical reason to examine the experience those positions actually offer. ### Practical Ways to Build Interest in Leadership Roles Leadership feels more appealing when employees understand what it involves and how the organization will back them up. Building that interest can take several forms, from clearer career paths to chances to learn from experienced colleagues. ### Show Employees a Clear Path to Leadership When someone hopes to progress, explain how you select candidates and what they need to demonstrate. A small project with guidance from an experienced colleague can give them a manageable first step toward greater responsibility. > "People don't turn down leadership because they lack ambition. They turn it down because nobody showed them what it could look like." At the organizational level, people-centered management is linked to stronger business outcomes across countries and sectors. That connection gives employers a wider reason to think about how everyday working practices bring out their teams' strengths. Recognition programs can offer another reference point for the qualities your organization values. Take the European Business Awards, for example. They include employee engagement and business innovation among their core values, which gives you useful themes for conversations about the contribution future leaders could make. ### Pair Rising Talent with Leaders Who've Been There Once employees understand the route ahead, a mentor can help them explore what taking that step would mean day to day. European business Hilti folds this personal insight into its Emerging Leaders program, where senior colleagues share career lessons and mistakes. Those exchanges are part of a wider development approach through which around 80% of its current leaders have progressed internally. You could bring that same approach into your organization by letting aspiring leaders' questions shape mentoring discussions. If someone worries about constant availability, for instance, an experienced colleague could explain how they manage competing demands while protecting their time. That's a realistic account, not a polished success story. ### Offer Structured Leadership Training for Future Leaders Structured training gives aspiring leaders room to develop the capabilities they'll need for everyday team challenges. According to leadership training experts at The Center for Leadership Studies, effective training for future leaders should focus on a few core skills: - **Adaptability:** Practice adjusting to new circumstances and learning from setbacks rather than leaning on familiar approaches. - **Change leadership:** Help participants explain transitions clearly and address concerns before they harden into resistance. - **Communication:** Teach future leaders to give feedback that people can actually act on, not just hear. - **Self-awareness:** Encourage reflection on how their own habits shape a team's mood and output. None of this happens overnight. But when employees see a clear path, a mentor who's walked it, and training that respects their time, leadership stops looking like a burden. It starts looking like a choice worth making. ### The Takeaway The reluctance is real, but it isn't fixed. Support, clarity, and honest mentorship shift the math. If nearly half your team won't touch leadership, that's not a talent problem. It's a signal to rethink what the role offers and how you present it.