2025年全球领导力展望报告-DDI

GlobalLeadershipForecast2025

TheLargestLeadershipStudyofItsKind

TheGlobalLeadershipForecastseriesisthelongest-runningglobalstudyofleadershipaimedatunderstandingcurrentandfutureleadershipbestpractices.Thisyear’sstudy,GlobalLeadershipForecast2025,isDDI’seleventhforecastsincestartingthisstreamofresearchmorethan24yearsago.Thisreportexaminesresponsesfrom2,185humanresource

professionalsand10,796leadersfrom2,014organizationsaroundtheworld.Theresearch,whichspansmorethan

50countriesand24majorindustrysectors,summarizesbesttalentpracticesandprovideskeytrendstoguidethefutureofleadership.Thefullsetofleaderdemographicsisdepictedbelow.

First-LevelLeader54%

6%BabyBoomer

48%GenX

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a

e

L

Mid-LevelLeader38%

45%Millennials

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G

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v

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L

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d

l

Senior-LevelLeader5%

C-LevelLeader3%

Automotive&Transport4%

Construction&RealEstate6%

Energy&Utilities9%

1%GenZ

2%Africa/MiddleEast

3%Australia/NZ

24%China

Demographics

Finance&Insurance5%

n

Healthcare5%

o

i

g

10,796Leaders

2,185HRProfessionals

2,014Organizations

8%Europe

e

R

n

I

Manufacturing22%

try/

d

17%Japan

n

ustr

u

o

C

y

Other17%

Pharmaceuticals4%

ProfessionalServices3%

7%Other8%SoutheastAsia

7%Taiwan

Retail12%

24%U.S./Canada

Technology13%

h

n

i

c

i

t

y

G

e

n

/

E

t

d

e

33%Woman

R

a

c

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r

Non-Minority65%

67%Man

0%Non-binaryMinority35%

2©DevelopmentDimensionsInternational,Inc.,2025.Allrightsreserved.

GlobalLeadershipForecast2025

3©DevelopmentDimensionsInternational,Inc.,2025.Allrightsreserved.

INTRODUCTION

TheImpossibleRole:RethinkingLeadershipAmidstRisingExpectations

Inaworldreshapedbyextraordinarychange,leadershiphasneverbeenmorecriticalandcomplex.Theconvergenceofglobaldisruptions,fromthepandemictoartificialintelligence,exposesvulnerabilitieswhilefundamentallyredefiningworkplaceexpectations,testingtheresilienceoforganizationsandhumans.

Today'sbusinesslandscapedemandsmorefromleaders.Whiletraditionalmetricslikeprofitabilityremainimportant,anorganization’shealthincreasinglydepends

onitsleadership.Employees‘trustandloyaltymustnowbeearnedbycreating

environmentswherepeoplefeelrespected,valued,andabletogrow.Otherwise,

talentwalksoutthedoor.Leadersmustbeagile—abletonavigaterapidchange,pivotstrategies,andguidetheirteamsthroughit—plusfostergrowth,driveinnovation,

andbuildgenuinehumanconnection.Andtheymustdothiswhiledeliveringbusinessresults.

Leadersshoulderallthisresponsibility:theymusttransformtheirorganizationsintomorehuman-centeredworkplaceswhilebuildingadaptable,resilientteamsthatcanthriveamiduncertainty.Thestakesarehigh.Organizationsthatfailtosupportanddeveloptheirleadersrisklosingnotjusttalent,butorganizationalresilienceitself.

Yetleadersarestruggling.Theyreportincreasedstress,diminishedtrust,a

weakeningsenseofpurpose,andinadequatedevelopmentfortheirexpandingresponsibilities.Andthiscrisisisself-perpetuating.Astherolebecomesmoredemandingandcomplex,currentleaderscontemplateleavingtheirleadershiprolealtogetherwhileyoungergenerationsviewthesepositionsasincreasinglyundesirable.Thetalentpipelineisatriskpreciselywheneffectiveleadershipmattersmost.

Thispresentsatroublingreality:whywouldanyonewanttobealeadertoday?Ourresearchuncoversbothobstaclesandopportunitiesinmodernleadership.Organizationsthatinveststrategicallytosupportleaders’growthseemarkedimprovementsinleadereffectiveness,engagement,andretentionaswellas

organizationalperformance.Thisreportexaminesareaswhereleadersstruggleandidentifiespromisingpathsforward,offeringevidence-basedinsightsto

transformyourleadershipstrategyandstrengthenorganizationalresilience.

GlobalLeadershipForecast2025

4©DevelopmentDimensionsInternational,Inc.,2025.Allrightsreserved.

TableofFindings

TheGrowingLeadershipCredibilityCrisis 5

Trustinimmediatemanagersbottomedoutat29%,indicatingabreakdown

inleadershipcredibility.

AISuccessRidesonTrustinSeniorLeadership 7

Frontlinemanagersare3Xmorelikelythanseniorleaderstobeconcerned

aboutAI,underscoringtheneedtobuildtrusttoensuresuccessfuladoption.

ALeadershipExodus?TheImpactofStressandBurnout 9

Seventy-onepercentofleadersreportincreasedstress,with40%considering

leavingasaresultofstressandputtingtheleadershippipelineatsignificantrisk.

FrontlineLeaders’PurposeFadesWhileC-SuiteThrives 11

Frontlineleaders’senseofpurposedeclinedby20%,wideningthegapbetween

frontlineleadersandtheC-suiteandthreateningtoderailorganizationalmission.

FlatLeadershipQualityDemandsChange 13

Only40%ofleadersrateleadershipqualityashigh,butthosewithatop-tier

employeeexperienceare19Xmorelikelytodoso.

TheCEOParadox:TalentGrowthorCostControl 15

Fifty-fourpercentofCEOsrankattractingandretainingtalentastheirtopconcern,

creatingtensionbetweencuttingcostsandsecuringtoptalent.

BenchStrengthShowsMeagerSignsofRecovery 17

Confidenceintheleadershipbenchroseto20%,butmostorganizations

remainuncertainabouttheirleadershippipeline.

NoDevelopment?HighPotentialsWon’tStay 19

High-potentialtalentis3.7Xmorelikelytoleavewithoutdevelopment—one

ofseveralfactorsdrivingrisingdepartures.

Future-FocusedSkillsFallCriticallyBehind 21

Eighty-threepercentofHRorganizationspredictasurgeinfutureleadership

skillsneeds,butcriticalskillsremainprofoundlyunderdeveloped.

TheDevelopmentLandscape:IgnitingRealGrowth 23

AsHRteamsseektoengageleadersinlearning,organizationsusingfiveormore

developmentapproachesare4.9Xmorelikelytoreportimprovedleadershipcapabilities.

5©DevelopmentDimensionsInternational,Inc.,2025.Allrightsreserved.

GlobalLeadershipForecast2025

TheGrowingLeadershipCredibilityCrisis

TrustinFreefall:ACriticalRisktoOrganizationalSuccess

Trustisthecurrencyoforganizationalsuccess,yetitisrapidlydeterioratingintoday’svolatilegloballandscape.From2022to2024,trustinimmediatemanagerstookadramaticnosedivefrom46%to29%.This17-pointdeclineexposesanincreasingskepticismtowardmanagers,whoarethefrontlineconnectiontotheworkforceandvitaltoteamcohesionandmorale.

Trustinseniorleadersremainedlowforthesecondconsecutiveperiod,withonly32%ofleadersexpressingconfidenceinthem.Perhapsmostconcerning,trustinimmediatemanagershasnowfallenbelowtrustinseniorleaders—astrikingreversalthatchallengestraditionalassumptionsaboutemployee-managerrelationships.

Theselowlevelsoftrustpointtoagrowingcredibilitycrisisinorganizations.Butitcannotbeunderstoodinisolationfromthebroaderglobalcontext.RecurringeconomicshocksandtherapidadvancementofAIhavecreatedwidespreadjobinsecurity.Increasingpolarization,socialmovements,andgeopoliticaltensionshavemadeemployeesmoreawareofpowerdynamics.Theseinterconnectedforcesbeyondorganizationalcontrolleademployeestocloselyscrutinizeandquestionleadership

decisions.Inthisperfectstorm,trustishardertomaintainandeasiertoerode.The2024EdelmanTrustBarometer

SpecialReport:TrustatWork*reflectsthissocietaltransformation,revealingariseinworkplacepolarizationandawideningtrustgapbetweenleadersandemployees.

Interestingly,trustlevelsrevealanuancedgenerationaldivide.Employeesages25–34havehighertrust,with36%trustingtheirmanagersand40%trustingseniorleaders,comparedto26%and31%,respectively,amongemployeesages50–64.Thisgenerationalgradientsuggeststhattrustisnotstaticbutadynamicperceptionshapedbyprofessionalexperience.

Asemployeesaccumulateworkplaceinteractions,theirtrustbecomesmorediscerningandmoreconditional.

Leadersarenowtaskedwithrebuildingtrustacrossgenerationsagainstadynamicbackdropofglobalchallengesthatimpactemployees’confidenceinleadershipdecisions.Withoutstrategicintervention,thiserosionoftrustthreatenstocascade,

harmingemployeeretention,theleadershippipeline,andorganizationalperformance.

LeaderTrustPlummets

LeadersWhoTrustTheirManagers(%)4

LeadersWhoTrustSeniorLeaders(%)3

6

2

23

2

9

©DevelopmentDimensionsInternational,Inc.2025.Allrightsreserved.

20222024

*2024EdelmanTrustBarometerSpecialReport:TrustatWork

/trust/2024/trust-barometer/special-report-trust-at-work

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GlobalLeadershipForecast2025

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TrustastheFoundationofTalentDevelopment

Trustisn’tmerelythebyproductofgoodleadership—it’saprerequisitefordrivingemployeeengagement,collaboration,inclusion,and,critically,talentdevelopment.Withouttrust,employeesarelesslikelytoembracefeedback,coaching,ordevelopmentopportunities,creatingbarrierstolong-termgrowth.

Ourresearchhighlightsthetransformativepoweroftrustinbuildinganddevelopingtalent:

•Employeeswithmanagerswhoactivelysupporttheirdevelopmentare11Xmorelikelytotrusttheirmanager.

•Employeeswhoreceivefeedbackfromtheirmanagerare9Xmorelikelytotrusttheirmanager.

•Employeeswithmanagerswhoareeffectivecoachesare9Xmorelikelytotrusttheirmanager.

Leaderscanstrategicallyrebuildtrustbyconsistentlypracticingfourkeybehaviors:

1.Listenandrespondwithgenuineempathy.Leaderswhoshowtheyaretrulylisteningandrespondempatheticallybuilddeeper,moreauthenticconnectionswiththeirteammembers.

2.Encourageotherstospeakupwithoutfearofreprisal.Creatingapsychologicallysafeenvironmentwhereemployeesfeelsafetoshareideas,concerns,andfeedbackiscriticaltobuildingtrust.

3.Sharethoughtsandrationalefordecisions.Transparentcommunicationabouttherationalebehinddecisionshelpsemployeesfeelgenuinelyincludedandvalued,enhancingtrust.

4.Encourageotherstochallengeoldwaysofdoingthings.Challengingexistingparadigmsfostersinnovationandsignalsthatleadersvaluecontinuousimprovement,drivingbothtrustandcreativity.

Leadershipisnotaboutmaintainingcontrolbutaboutearningtrustcontinuously.Thecurrenttrustdeficitisnotaninsurmountablechallengebutacriticalinflectionpointfortransformativeleadership.Byfocusingonkeybehaviorsthatrebuildgenuineconnection,leaderscancreateafoundationoftrustthatfuelsemployeegrowthandcultivatesresilient,high-performingteams.

7©DevelopmentDimensionsInternational,Inc.,2025.Allrightsreserved.

GlobalLeadershipForecast2025

AISuccessRidesonTrustinSeniorLeadership

WhenStrategyMeetsExecution:AILeadershipChallenge

Asartificialintelligence(AI)rapidlyreshapestheworkplace,asignificantleadershipperceptiongapemerges:Frontlineleadersare3XmorelikelytobeconcernedabouttheimpactofAIcomparedtotheirseniorcounterparts.Thisstarkdividerevealsthecomplexchallengesoftechnologicalintegrationacrossorganizationallevels.

ThepracticalchallengesofAIadoptionfallheaviestonfrontlinemanagers,whomustnavigatecomplexanddynamic

implementations.Theyareresponsibleforsecuringbuy-infromtheirteams,redesigningexistingworkflows,andmanagingtheimpactontheirteams—whetherthroughretraining,reskilling,oraddressingpotentialjobdisplacement.Thechallengeofmanagingthisground-levelchangemayhelpexplainwhyfrontlinemanagersarelesslikelytoexpressenthusiasm

comparedtoseniorexecutives,whoviewthetechnologyfromamorestrategicdistance.

Thisoperationalburdenisamplifiedbyacoreleadershipdisconnect.Whilethedisparityinconcernhighlightsthedivide,its

rootsrundeeper.Themostsignificantfactorsinfluencingmanagers’AIperceptionsandreadinessaretheeffectivenessof

seniorleadershipteamsandthetrusttheycultivate.Only28%offrontlineleadersreporthightrustinseniorleaderscomparedtonearly40%ofleadersatotherlevels.Similarly,just27%offrontlineleadersfeelconfidentintheirseniorleadershipteam’sabilitytoadvancestrategicgoals,comparedto37%ofotherleaders.ThislackoftrustpresentsasignificantbarriertoAI

adoption.ManagersmusttranslateAIstrategicdirectivesintoexecution,aprocessthatbecomeschallengingwhenthere'saperceivedlackofunderstandingorsupportfromabove.

AIisnotjustatechnologicalshift—itfundamentallyrequireshuman-centered,empatheticleadershiptoguideitsimplementationandbuildconfidenceinitsuse.Leaderswhotrusttheirseniorleadershipare2.2XmorelikelytofeelexcitedaboutusingAIatwork.Withoutthisfoundationoftrust,organizationsriskresistancetoAIandamissedopportunitytomaximizeitsimpact.

LeadershipSentimentSkewsPositiveonAI

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74%

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ensionsInternational,Inc.2025.

CEOs

SeniorLeaders

Mid-LevelLeaders

FrontlineLeaders

LeadersEnthusiasticAboutAIatWork(%)

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GlobalLeadershipForecast2025

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ClearCommunicationandCollaborativeLeadershipCriticaltoAITransformation

AsAIcontinuestorevolutionizeindustries,successfulimplementationhingesnotontechnologicalcapabilitiesbutoneffectiveleadersdrivingthesechanges.AIisnotareplacementforhumanleadershipbutacollaborativetoolthatrequiresdeliberate,empatheticmanagementstrategies.Tonavigatethisshift,organizationsmustprioritizethefollowing:

FosterRadicalTransparencyandClearCommunication

Bridgingthetrustgapbetweenseniorandfrontlineleadersrequiresmorethanoccasionalcommunication—it

requiressystematic,ongoingengagement.Seniorleadersshouldprioritizebuildingtrustbyfosteringtransparencyandclearcommunication,creatingdedicatedchannelsspecificallyforAI-relatedconcerns,includingworkshopsandopenforumswheremanagerscandiscusstheirchallenges.OrganizationsshoulddevelopcomprehensiveAItransformationroadmapsthatexplicitlydetailpotentialworkforceimplications,technologicalintegrationstrategies,andclearpathwaysforemployeeadoptionandgrowth.

Thedataisclear:Seniorleaderswhobuildtrustare2.8XlesslikelytoencounterresistancetoAI.Buttrustisn’tbuiltthroughannouncements—it’scultivatedthroughconsistent,genuinedialoguethatacknowledgesthehumanimpactoftechnologicalchange.

CreateCollaborativeImplementationFrameworks

FrontlinemanagerscannotbepassiverecipientsofAIstrategy;theymustbeco-creators.Thismeans:

•Involvingmanagersearlytoshapeframeworksthatcansupporttheirteams.

•Establishingcross-functionalAI-adoptionteamswithrepresentationfromeveryorganizationallevel.

•DevelopingpersonalizedAIskilldevelopmentprograms.

•Creatingmentorshipnetworksthatpairtechnologicallysavvyteammemberswiththosewhoneedsupport.

WhenmanagersareinvolvedinmakingAIdecisionsandaligningtransformationwithorganizationalgoals,theyaremoreequippedtoembraceitanddrivesuccesswithintheirteams.

EnsureSeniorLeadersModelanAlignedVision

Seniorleaderswhobuildtrustare

.

toencounter

resistancetoAI.

©DevelopmentDimensionsInc

2025.Allrightsreserved.

EffectiveleadershipattheseniorlevelcansignificantlyinfluencehowmanagersperceiveAIadoption.Frontlineleadersare

2.4XmorelikelytofeelenthusiasticaboutAI’spotentialwhen

28Xlesslikely

theirseniorexecutivesworkcohesivelyandpresentaunitedfront.Thisrequiresdevelopingcriticalleadershipskillsthatfoster

consistent,alignedbehaviorsacrosstheorganization,reinforcingorganizationalcompetence.

International,.

9©DevelopmentDimensionsInternational,Inc.,2025.Allrightsreserved.

GlobalLeadershipForecast2025

ALeadershipExodus?

TheImpactofStressandBurnout

AsLeadersLackTime,BurnoutandAttritionLoomLarge

Stressamongleadersissurging,with71%reportingasignificantincreaseintheirstresslevelssincesteppingintotheircurrentrole.Thismarksasharpescalationfrom63%in2022andsignalsacriticalinflectionpointforleadershipstability.

Theprimarycatalystforthisescalatingstressisapervasivesenseoftimescarcity.Globally,only30%ofleadersfeelthey

havesufficienttimetoexecutetheirresponsibilitieswiththedepthanddiligencerequired.Critically,thereisadirectcorrelationbetweentimeperceptionandburnout:whenleadersfeeltheyhaveadequatetime,theirconcernsaboutburnoutdecrease.

Moreover,whenleaderslacktheinformationandtoolsneededtoperformtheirroleseffectively,theyare2Xmorelikelytobeconcernedaboutexperiencingburnout.Thispatternsuggeststhattimemanagementandaccesstocriticalresourcesarenotjustoperationaltoolsbutfundamentalbuffersagainstprofessionalexhaustion.

Thisrisingtideofindividualstressisfuelingalargerorganizationalcrisis.Ofthe71%ofstressedleaders,54%areconcernedaboutburnout—apsychologicalstatecharacterizedbyemotionalexhaustion,detachment,andreducedprofessional

productivity.Evenmorealarming,40%haveconsideredabandoningleadershiprolesentirelyasaresult,comparedtojust20%ofless-stressedleaders.

Thesefindingsrevealmorethanaleadershipchallenge—theyexposeasystemicvulnerability.Organizationsareatsignificantriskoflosingleadershiptalentpreciselywhenstrategiccontinuityismostcritical.Theleadershippipelineisnotjustunderseverestrain;it’spotentiallyfacingastructuralbreakdown.Thistrendunderscorestheurgencyfororganizationsto

addressstressmanagementandensureleadershavethetimeandsupportneededtoperformeffectively.

StressandBurnoutTakeaTollonLeaders

71%ExperiencedSignificantIncreaseinStress

54%ConcernedAboutBurnout

40%ConsideredLeavingtoImproveWell-Being

©DevelopmentDimensionsInternational,Inc.2025.Allrightsreserved.

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GlobalLeadershipForecast2025

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oPressureintoProgress:LeadersGrowThroughStressManagement

Leadersarenavigatinganincreasinglycomplexprofessionallandscape,andtheirapproachtostressmanagementrevealsprofoundinsightsintotheirleadershipphilosophy.Theirtop-threestressmanagementstrategiesare:

•Self-reflection(74%)

•Opendiscussions(71%)

•Engagingwithlearningresources(46%)

Thesestrategiesaremorethanjustwaystomanagestress—theyarepowerfulmarkersofleadershipmaturity.

Together,theyreflectcorecapabilitiesthatdefineexceptionalleaders:acommitmenttocontinuouspersonalgrowth,emotionalintelligence,andadaptivelearning.

Self-reflectionisatransformativepracticethatgoesbeyondstressreduction.Byturninginward,leadersmanagemorethanimmediatepressures—theycultivateanuancedunderstandingoftheirstrengths,weaknesses,andleadership

styles.Theprevalenceofopendiscussionsrevealsleaders’understandingthatleadershipisfundamentallyanchoredoneffectivecollaborationandcommunication.Byseekingconversations,leadersdemonstratevulnerabilityasa

strengthandcommitmenttocollectiveproblemsolving.Similarly,engagingwithlearningresourcesreflectsaproactiveinvestmentinpersonalandprofessionaldevelopment.

Together,thesestrategiesillustratetheessenceofmodernleadership.Today’smosteffectiveleadersdon’tjustmanagestress;theyharnessitasacatalystforgrowthandinnovation.Theyareadaptive,emotionallyintelligentprofessionalswhorecognizethatself-improvementandauthenticengagementaretheirgreatestleadershiptools.

Importantly,thisapproachtostressmanagementismeasurablyeffective.Leaderswhouseatleastthreestress

managementmethodsare1.9Xlesslikelytoexperienceburnout.Leaderswhoself-reflect,engageinopen

discussions,andleveragelearningresourcesare1.5Xlesslikelytointendtoleavetheirroleswithinthenext

year.Thisunderscoresthepowerofaholistic,proactiveapproachtoleadershipwell-being—notonlyinpreventingburnoutbutalsoinimprovingretention.Themessagefororganizationsisclear:supportleaderswithpersonalized,insight-drivendevelopmentopportunitiesthatalignwiththeirintrinsicdrivetolearn,grow,andleadwithpurpose.

Leaderswithsupportiveworkenvironmentsare:

•10Xmorelikelytoexcelintheirrole.

•3Xlesslikelytoexperiencechronicstress.

•2Xmorelikelytohaveenergyattheendoftheworkday.

Keyfactorsincludework-lifebalance,organizationalsupport,trustintheirmanagers,andaccesstolearningresources.

11©DevelopmentDimensionsInternational,Inc.,2025.Allrightsreserved.

GlobalLeadershipForecast2025

FrontlineLeaders’PurposeFadesWhileC-SuiteThrives

DisconnectedandDisillusioned:WhyFrontlineLeadersAreFallingBehind

Purposeremainsasignificantdriverofleadershipengagementandeffectiveness.Yetthereisaprofounddivergencein

senseofpurposebetweenfrontlineandC-levelleaders.WhiletheC-suitehasseenasteadyincreaseintheirsenseof

purpose—risingfrom62%in2020to63%in2022to67%in2024—frontlineleadersexperienceda20%declineintheirsenseofpurposecomparedto2020.Thisinversetrendthreatensorganizationalhealthandhighlightsawideningdisconnect:asC-levelleadersfeelmorealignedwiththeirmission,frontlineleadersareincreasinglydisconnected.

So,whatdrivesthisdivergence?Bytheirnature,C-levelroleshavebroadervisibility,strategiccontext,andautonomytomakepurpose-drivendecisions.Incontrast,frontlineleadersoperatewithinnarrower,tacticalresponsibilitiesandhavelimitedinfluenceonstrategy,creatinganaturalgapinpurposeandalignment.

Itdoesn’thelpthatfrontlineleadershavelimitedbandwidthtoreflectonpurpose.Whilethey’refocusedonimmediate

operationalneeds,theyalsofaceevolvingexpectations:integratingnewtechnologieslikeAI,adaptingtodiverseteams,managingchangeandturnover,andmeetingrisingperformancestandards.Themoreexecutiondemandstheirattention,theharderitistostepbackandconnectwiththebroadermission.

Tomakemattersworse,frontlineleadersoftenfacethesechallengeswithlowtrustandinadequatesupport.Theyare

1.5Xlesslikelythanotherleaderstotrustseniorleadershipand1.3Xlesslikelytobelievetheircompanymakesapositivedifferenceintheworld.

PurposeGapWidens

6

C-level

Senior-level

5

Mid-level

Frontline

4

6

6

3

7

2

5

6

2

5

4

5

74

8

4

4

1

3

5

©DevelopmentDimensionsInternational,Inc.2025.Allrightsreserved.

202020222024

LeadersWhoFindTheirJobPurposeful(%)

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GlobalLeadershipForecast2025

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oUnlockingPurpose:ActionstoEmpowerFrontlineLeaders

Ourfindingsrevealfivekeyareaswhereorganizationscanstrengthenpurposeforfrontlineleaders—withthe

potentialtotransformhowtheseleadersperceivetheirrole,theirorganization’smission,andtheiroverallimpactonbusinesssuccess.Purpose-drivenleadersaremoreengaged,morecommittedtotheirteams,andmorelikelytostay,significantlyimprovingretention.Buildingtrustandprovidingconsistentsupportareessentialtoequippingfrontlineleaderswithconfidence,especiallyduringchangeorcrisis.

1.Prioritizewell-being.

Movebeyondtraditionalwellnessprogramsbycreatingsupportsystemsthataddressthemental,physical,

andprofessionalhealthoffrontlineleaders.Theseprogramshavegreaterimpactwhenseniorleadersvisiblyprioritizetheirwell-beingandcommunicatethesepracticesopenly,settingapowerfulprecedentthatfostersresilienceandsupportacrosstheorganization.

2.Deepencustomerconnection.

Reframecustomerrelationshipsfromtransactionaltomeaningful.Recognizeandacknowledgefrontlineleaderswithinsightsth