Why Nearly Half of European Employees Are Saying No to Leadership

Jan de Vries · 2026-11-12

For a long time, climbing the ladder felt like the obvious way to get ahead. But that ambition changes shape when the next rung means managing people. For European businesses trying to encourage that step, the real challenge is making leadership feel like something employees would actually choose. And right now, a lot of them aren't choosing it. ### Why Leadership Looks Unappealing Across Europe According to Ipsos, 46% of employees across Europe find becoming a people manager unattractive or very unattractive. In Sweden, that number climbs to 63%. That's a lot of people quietly stepping back from the role you're hoping they'll want. But there's a bright spot. The same report finds that management's appeal is 2.6 times higher among employees who feel supported in their careers. In other words, the problem may not be the job itself. It may be whether people can see a worthwhile future in it. > "People don't turn down leadership because they're lazy. They turn it down because they can't picture a version of it that's good for them." That gives employers a practical reason to look closely at the experience those roles actually offer, not just the title. ### Show Employees a Clear Path Forward Leadership gets more appealing when people understand what it involves and how you'll support them. Start by being honest about how you pick candidates and what they need to demonstrate. A small project, with guidance from an experienced colleague, can be a manageable first step toward bigger responsibility. It gives people a taste of leadership without throwing them in the deep end. At the organizational level, people-centered management is tied to stronger business outcomes across countries and sectors. So this isn't just a nice-to-have. It's a real driver of performance. Recognition programs can also signal what your organization values. The European Business Awards, for instance, include employee engagement and business innovation among their core values. That's a useful conversation starter about the contribution future leaders could make. ### Pair Rising Talent With Leaders Who've Been There Once people understand the route ahead, a mentor can help them see what the step would feel like day to day. Take Hilti, the European business that built this into its Emerging Leaders program. Senior colleagues share career lessons and mistakes, not just wins. Around 80% of Hilti's current leaders have progressed internally. You can do the same thing. Let aspiring leaders' questions shape the mentoring conversation. If someone worries about being available around the clock, an experienced colleague can explain how they manage competing demands while protecting their own time. That's a realistic account, not a polished success story. ### Offer Structured Leadership Training Structured training gives future leaders room to build the skills they'll need for everyday team challenges. According to leadership training experts at The Center for Leadership Studies, effective programs should focus on a few core skills: - **Adaptability:** Practice adjusting to new circumstances and learning from setbacks instead of leaning on familiar approaches. - **Change leadership:** Help participants explain transitions and address concerns clearly. - **Communication:** Give people tools to have honest, sometimes uncomfortable conversations. - **Coaching:** Teach leaders how to develop others, not just direct them. The takeaway? Leadership doesn't have to stay unappealing. When people see a clear path, get real mentors, and receive proper training, the role starts to look like an opportunity worth choosing. And that shift starts with how you show up for your people today.