Not too long ago, leading a team was a goal many aspired to. It represented personal success, a clear career milestone, and the chance to influence outcomes.
“Today, that narrative is over. Professionals, particularly younger ones, are increasingly turning down leadership roles, viewing them not as a reward, but as a burden,” says Joanne Bondin.
The shift is real. A UK whitepaper, The Broken Ladder, found that fewer than one in five non-managers are interested in stepping into management. More than half have no interest at all.
According to Bondin, much of the manager’s role has been stripped of its appeal.
“It’s not because people have become lazy, unmotivated, or disengaged. In fact, many of today’s professionals are highly driven, focused and determined to grow. But growth no longer involves climbing the traditional ladder. Although many want to advance through meaningful work, they no longer see management as the right path, and in many cases, they actively avoid it.”
She recounts remarks that capture this shift.
“One particularly telling quote we heard recently was, ‘I’m not afraid of responsibility. I’m afraid of wasting my energy on bureaucracy and burnout.’ Another young professional told us, ‘I want to lead ideas, not HR headaches.’”
“This is the heart of the issue. Ambition has not vanished but evolved and traditional management roles have not kept up. For many, stepping into leadership no longer feels like a promotion, but a hindrance to the impact they want to make.”
misco has been tracking workplace sentiment for decades, and Bondin says this shift is undeniably real.
“We are dealing with a generation that is no longer willing to sacrifice its well-being for a title. Management involves long hours, constant pressure, and little appreciation. Even current managers feel it. Many are promoted for technical ability, not leadership skills, and are now expected to lead people with minimal training.”
“As one middle manager confided: ‘I try to motivate my team, but none of them want my job. They see how hard it is and how little recognition you get. Nowadays, instead of leading, I’m constantly firefighting.’”
Bondin emphasises that reluctance doesn’t reflect a lack of passion or vision.
“Quite the opposite. One senior engineer recently told us, ‘I’m passionate about what I do. But I’ve seen managers burn out, micromanaged from above and overwhelmed from below. Why should I trade my focus and sanity for that?’”
“It’s a strange paradox. We have the most educated, self-aware, goal-driven workforce in history, yet fewer people than ever want to lead. We risk losing a generation of potential leaders simply because the system hasn’t evolved to meet their expectations.”
According to Bondin, this is not just a leadership gap but a cultural and operational risk and without a healthy pipeline of future leaders, organisations will struggle to evolve, retain talent, and remain stable.
“Good leaders matter because they connect people, shape teams, resolve conflict, and drive performance. But when the role becomes unattractive or undervalued, potential leaders turn away.”
Rebuilding the ladder
For Bondin, the solution lies in a redefinition of what it means to lead, beyond administrative tasks and reporting lines.
“Firstly, managers need proper training, coaching, and clear development paths that help them succeed. Secondly, the role must be more rewarding, through autonomy, purpose, and a sense of impact. Thirdly, we must accept that not all career progression should lead to management and people should be able to grow in ways that align with their strengths and passions. And finally, we must understand why people say no to leadership roles and what needs to change for them to accept to lead.”
“With the right support, the hesitant ones can become some of tomorrow’s most effective leaders. This requires a shift: leadership roles need to be chosen not imposed.”
“If we want resilient, future-ready organisations, we must reframe what management is, restore its value, and show that being a leader isn’t about endless admin or thankless tasks, but about making a real difference.”
Joanne Bondin is director of HR at misco and Senior Vice President of the Malta Employers’ Association.
