Why Nearly Half of European Employees Avoid Leadership – and How to Change That

Jan de Vries · 2026-11-12

You've probably noticed it: the best person for the management role just isn't interested. Across Europe, that's not an anomaly – it's a pattern. According to Ipsos, 46% of employees find becoming a people manager unattractive or very unattractive. In Sweden, that number jumps to 63%. For European businesses hoping to nurture the next generation of leaders, this reluctance is a real puzzle. ### The Support Factor That Changes Everything Here's the kicker: the same Ipsos report found that management's appeal is 2.6 times higher among employees who feel supported in their careers. So it's not that people hate leadership – it's that they don't see a future in it. They can't picture themselves in those roles, often because the path there feels unclear or the support system seems missing. That's actually good news. It means you can move the needle by changing how you frame and support leadership roles. ### Show a Clear Path (and Make It Real) When someone shows ambition, don't just say "we'll keep you in mind." Explain exactly how you select candidates and what they need to demonstrate. Give them a small project with guidance from an experienced colleague – a manageable first step that builds confidence without overwhelming them. > "People-centred management is linked to better business outcomes across countries and sectors," notes the Ipsos research. That's your business case for taking this seriously. Recognition programs can also signal what you value. The European Business Awards, for instance, highlight employee engagement and business innovation – themes you can use to spark conversations about the contribution future leaders could make. ### Pair Rising Talent with Leaders Who've Been There Mentorship is powerful when it's honest. Take Hilti, the European construction tools company. Its Emerging Leaders program has senior colleagues sharing career lessons – including mistakes. It's part of a broader development approach through which around 80% of its current leaders have progressed internally. You can replicate this by letting aspiring leaders' questions shape mentoring discussions. If someone worries about constant availability, an experienced colleague can explain how they manage competing demands while protecting their time. Real stories beat polished success stories every time. ### Offer Structured Leadership Training Structured training gives future leaders the tools to handle everyday team challenges. According to The Center for Leadership Studies, effective programs should focus on: - **Adaptability:** Practise adjusting to new circumstances and learning from setbacks rather than relying on familiar approaches. - **Change leadership:** Help participants explain transitions and address concerns. But don't stop there. Make training practical – role-plays, real scenarios, and follow-up coaching. When people feel prepared, leadership stops being scary and starts being an opportunity. ### The Takeaway Nearly half of European employees might not want to lead right now, but that's not a fixed reality. By showing a clear path, pairing talent with mentors, and offering structured training, you can turn reluctance into genuine interest. And when you do, you'll build a leadership pipeline that's ready for whatever comes next.