全球领导力报告：追随者真正期待什么+Global+Leadership+Report：What+Followers+Want

incollaborationwith

REPORT

GlobalLeadershipReport:

WhatFollowersWant

ToInspireandEnable

TheNextGenerationofGovernments

TheWorldGovernmentsSummitisaglobalplatformdedicatedtoshapingthefutureofgovernmentsworldwide.Eachyear,theSummitsetstheagendaforthenextgenerationofgovernmentswithafocusonhowtheycanharnessinnovationandtechnologytosolveuniversalchallengesfacinghumanity.

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TableofContents

ExecutiveSummary6

Introduction

10

Section1:WhichLeadersMaketheBiggest

DifferenceinPeople’sDailyLives?

14

Section2:TheFourNeedsofFollowers

18

Section3:APlaybookforGoodLeadership

28

Conclusion

34

Methodology

36

ExecutiveSummary

6|Copyright©2025Gallup,Inc.Allrightsreserved.

Leadershipis

fundamental

tomodernlife,

influencing

everythingfrompoliticalpowertofamilydynamics.

Today’sleadersfaceprofoundandcomplex

challenges,suchasclimatechange,conflictandartificialintelligence,andmustmakedecisionsthataffectthelivesoftheirfollowers.Inthis

changingworld,itiscrucialforleadersto

understandthereasonspeoplefollowthem.

Gallup’slateststudy,basedonsurveysconductedin52countries,buildsondecadesofourresearchintowhatpeopleneedfromtheirleaders.More

thananything,thedataconfirmthatfollowers

needasenseofhopefromtheirleaders.Trust

isthesecondmostimportantneed,followedbycompassion,thenstability.Thesefourneedsareconsistent,irrespectiveofcountry,demographicsorthetypeofleaderinquestion.Theseneedsarealsolinkedtowellbeing:Themoreneedsleadersmeet,themoresufferingisreduced.

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Tofacetheevolvingchallengesofourtimesuccessfully,leadersmustultimatelyknowthreethings.

Theymustknowthefourneedsoftheirfollowers:

hope,trust,compassionandstability;theymustknowthemselvesandinvestintheirinnatestrengthsas

leaders;andtheymustknowthedemandsof—and

expectationsattachedto—theirspecificleadershiprole.

KeyFindings

1

Hopeistheprimaryneedoffollowersaroundtheworld.Overhalf(56%)ofallattributeslinkedtoinfluentialleadersindailylifespeaktothethemeofhope—faroutdistancingthenextmostimportantneedoftrust(33%).

2

Theneedforhopeisuniversalbutemphasizedincertaincontexts:amongtheyoungestgeneration(18-to29-year-olds:57%),intheAsia-Pacificregion(59%)andinrelationtoorganizationalleaders(64%).

3

Morepeopleratetheirlivespoorlyenoughtobeconsideredsufferingwhen

theirleadersdonotgivethemhope.Eventhoughsufferingisrelativelyrare,itisreducedasmoreofthefourneedsoffollowersaremet.Amongpeoplewhodonotmentionhopeinrelationtotheleaderwiththemostinfluenceintheirlives,33%areclassedasthrivingand9%assuffering.However,oncetheneedforhopeismet,thrivingrisesto38%,andsufferingdipsto6%.

4

Leadersintheworldofworkhaveahugecapacitytoimprovethelivesofothers.Thoseemployedbyanemployerareonlyslightlylesslikelytonamesomeone

fromtheirworkenvironment(34%)astheyaretonameafamilymember(44%)astheleaderwhohasthebiggestpositiveimpactontheirlives.

Copyright©2025Gallup,Inc.Allrightsreserved.|9

10|Copyright©2025Gallup,Inc.Allrightsreserved.

Introduction

Whatmakesa

goodleader?Isit

bravery,compassion,innovation,inspiration?

Thedemandsof

leadershipare

complex,butthe

foundationofbeingagoodleaderis

rootedinmeetingtheneedsofthosewhofollowthem.

Copyright©2025Gallup,Inc.Allrightsreserved.|11

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Inrecentyears,profoundchanges—includingarmedconflict,

climatechange,pandemics,inflationanddevelopmentsinartificialintelligence—havereshapedtheworldandsociety.Yet,theneedforleadershipcontinuestopermeatealllayersofmodernlife,fromthecorridorsofpoliticalpowertothehometoworkplaceslarge

andsmall.

Atitscore,leadershipistheinteractionbetweenleadersandfollowerswithintheirenvironment.Today’sleadersmustnavigatethechallenges

thatarisefromtheirrapidlychanging

environmentsandmakedecisionsthatwillacutelyaffectthelivesoftheirfollowers.

Thehighstakesofthesedecisionswarranta

betterunderstandingofthemyriadfactorsthatshapeleadersandthereasonspeoplefollow

them.Thereisextensiveacademicresearch

onthetopic,

1

andmanyleadersacrossall

walksoflifehavewrittenaboutkeyprinciplesofleadership.

However,thevoiceofthepeople—the

followers,constituents,adherentsoremployees—haslargelybeenmissingfromthediscussion.Twodecadesago,Gallupdecidedthat,to

betterunderstandthetopicofleadership,moreattentionmustbegiventotheviewsofthosewhofollow.

Gallupresearchfirstuncoveredthe“fourneedsoffollowers”inarepresentativestudyof10,000adultsfromtheUnitedStatesin2005.Asecondstudyin2008across10countries

2

confirmed

thevalidityandstabilityofthesefourneeds.

Morerecently,Gallupwantedtoexpandthis

researchtounderstandleadershipwithinthecontextofevolvingdemandsonleadersandwhetherthefourneedsoffollowersremainfitforthefutureandapplytoglobalpopulations.

leaderisadealerinhope.

NAPOLEONBONAPARTE

Frenchmilitaryleaderandstatesman

A

1GoogleScholarfinds5.5millioncitationsofarticlesandbooksonthetopicofleadership.

2Australia,Brazil,Canada,China,India,Japan,NewZealand,Singapore,Thailand,UnitedStates.Boththe2005and2008studiesusedrandomdigitdialing(RDD)telephonesurveys.

Copyright©2025Gallup,Inc.Allrightsreserved.|13

In2024,Gallupsoughttobetterunderstand

howpeopleworldwideperceiveleadersand

whattheycontributetotheirlives.Inastudyofover30,000adultsacross52countries

(

seethemethodology

sectionformoredetails)

—whichaccountforapproximately76%oftheworld’sadultpopulationandmorethan86%ofitsgrossdomesticproduct—Gallupposedtwosimplequestions.

Thefirstaskedpeopletoidentifyoneleaderwhohaspositivelyaffectedtheireveryday

livesthemost.3Thesecondaskedthemto

listthreewordsthatdescribewhatthisleadercontributestotheirlives.

1Whatleaderhasthemostpositive2Now,pleaselistthreewordsthat

influenceonyourdailylife?bestdescribewhatthisperson

contributestoyourlife.

Thisapproachfocusesmoreonsubstanceratherthandescriptionsofaleader’sstyle.Takentogether,thesequestionshelpinformtheneedsoffollowers.

Todate,nootherresearchhasexaminedthe

needsoffollowersacrosssuchalargeorglobalsampleofpeople.Thefindingsarepivotal

notonlyfortoday’sleadersastheyevaluatetheirownperformanceandbehaviorsbutalsoformanywhoaspiretolead.Tobeeffective,leadersneedtoknowwhatisexpectedof

them.Theseexpectationsmatternotonlytoindividualsbutalsotothegroupsorteamsofpeoplethattheseleadersinfluence.

LEADERSHIPPOTENTIAL:

Tobeeffective,leadersneedtoknowwhatisexpectedofthem.

Thisresearchintofollowers’needsdoesnot,onitsown,answerthebroaderquestionof

whatmakesagoodleader.Theanswerlies

inaholisticcombinationofleadersknowingthemselves,thedemandsoftheirroleandtheneedsoftheirfollowers.Butifaleaderdoesnotfirstunderstandwhatfollowersexpectandneed,theirabilitytoleadsuccessfullyiscalledintoquestion.

3Asopposedtoaleadertheymostadmire,whichtendstoresultinpeoplenamingmajorcelebritiesorpoliticians.

Section1:

WhichLeaders

MaketheBiggest

Differencein

People’sDailyLives?

14|Copyright©2025Gallup,Inc.Allrightsreserved.

Leadershipcomesinmanyforms,

anddifferenttypesofleadersare

presentacrossallspheresoflife.

Familyleadersareanintegralpartofpeople’sdaily

lives:57%ofadultsnameafamilymemberashavingthemostpositiveinfluenceontheirlives.Combinedwiththosewhonameafriend(5%),justoverthreeinfivecitealovedone.

Thenextmostinfluentialleaderisamanager(11%).Combinedwithorganizationalleaders(5%)and

othercolleagues(2%),slightlyfewerthanoneinfivementionaleaderfromaworkenvironment.However,peoplewhoworkforanemployeraremorelikelytonameworkplaceleadersaspositivelyaffectingtheirlivesthanthosewhodonot.

Intotal,34%ofthoseworkingforanemployercitea

manager,organizationalleaderorcolleagueasmost

influential,comparedwith6%amongthosewhodo

notworkforanemployer.Employer-employedworkersaresomewhatlesslikelytonameaworkplaceleader

(34%)astheyareafamilymember(44%)astheleaderwiththebiggestpositiveeffectintheirlives.

Copyright©2025Gallup,Inc.Allrightsreserved.|15

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16|Copyright©2025Gallup,Inc.Allrightsreserved.

Leadersfromotherspheresoflife,suchas

politics(7%)andreligion(7%),roundout

themostfrequentlymentionedtypesof

leaders.Celebrities,ontheotherhand,arerarelyconsideredthemostpositiveinfluenceinpeople’sdailylives:Just2%ofadults

nameacelebrity.

CHART1

LEADERSHIPPOTENTIAL:

Leadersintheworldofworkhaveahugecapacitytoimprovethelivesofothers.

TypesofLeadersWiththeMostPositiveInfluenceonDailyLives

Question:Whatleaderhasthemostpositiveinfluenceonyourdailylife?%Whonamedeachleadertype

AlladultsEmployedforanemployer

Base:n=31,296adultsandn=13,842employedforanemployeracross52countriesandterritories

Notes:Duetorounding,percentagesmaynotsumto100%;Mentionsof“self”and“other”wereexcludedfromtheanalysis

N.B.Wordingchangesandcontextcouldhavealteredtheresults.Inparticular,iftheword“daily”hadnotbeenincludedinthequestiontext,itispossiblethatfamilywouldnothavebeensoprominent.

Copyright©2025Gallup,Inc.Allrightsreserved.|17

Thetypesofleadersthatpeoplementionvaryconsiderablybycountry.Table1showsthe

fivecountrieswherepeoplearemostlikelytociteworkplaceleaders,lovedonesorpoliticalorreligiousleaders.PeopleinChina(70%),

Germany(60%)andtheUAE(52%)aremostlikelytonameaninfluentialworkplaceleader.

RespondentsinMiddleEastern,Northern

AfricaandEasternEuropeancountriesskew

significantlytowardlovedones(predominantlyfamilymembers).Thecountriesmostlikely

tonamepoliticalleadersvarygeographically,whileseveralcountriesinsub-SaharanAfricarankhighlyforcitingreligiousleadersastheirmostpositivedailyinfluences.

TABLE1

Top5CountriesMostLikelytoCiteCertainTypesofLeadersastheMostPositiveInfluence

Question:Whatleaderhasthemostpositiveinfluenceonyourdailylife?

%WORKPLACELEADERS%LOVEDONES%POLITICALLEADERS%RELIGIOUSLEADERS

China:70

Morocco:99

Tanzania:38

CostaRica:21

Germany:60

Bosniaand

Herzegovina:97

Israel:33

Botswana:21

UAE:52

Jordan:96

Türkiye:22

Israel:20

Australia:49

Slovakia:90

Poland:19

Chad:18

UnitedKingdom:41

StateofPalestine:89India:18

DemocraticRepublicoftheCongo:18

Base:n=31,296adultsacross52countriesandterritories

Note:Mentionsof“self”and“other”wereexcludedfromtheanalysis

N.B.Wordingchangesandcontextcouldhavealteredtheresults.Inparticular,iftheword“daily”hadnotbeenincludedinthequestiontext,itispossiblethatfamilywouldnothavebeensoprominent.

“Itisbettertoleadfrombehindandtoputothersinfront…Youtakethefrontlinewhenthereisdanger.Thenpeoplewill

appreciateyourleadership.

—NELSONMANDELA

FirstpresidentofSouthAfrica,NobelPeacePrizewinner

Leadersinallformscanpositivelyinfluence

people’slives,butGallupdatashowthatadultsworldwideperceivelovedonesandworkplaceleadersashavingparticularinfluenceon

thelivesoffollowers.Butthisraisesmore

questions:Whydopeoplereferencethese

typesofleaders?Andwhatdoesthissuggestaboutthetraitsthatmattermosttofollowers?

18|Copyright©2025Gallup,Inc.Allrightsreserved.

Section2:

TheFourNeedsofFollowers

People’sexpectationsofleadersarecloselytiedtothetypesand

rolesofleaderswhoaremostimportantintheirlives.Theideasandexpectationspeoplecarryofwhataleadershouldbelike—their

implicitleadershiptheories4—provideatemplateforhowleaders,andfollowers,shouldbehave.5

Thereareseveralmodelsofimplicitleadershiptheory.Existingresearchhasshownthatdifferentmodelsof“idealleadershiptraits”arestableovertime,evenwhilesomeelementsaresensitiveto—andcanchangedependingon—widercontext.6Inotherwords,whatpeopleexpect

fromtheirleaderstendstobeconsistentamidchange.

Gallup’sinitial2005UnitedStatesstudyuncoveredthefour“needsoffollowers,”whichwerereaffirmedbyanotherstudyin2008across10countries.7

Thesefourneedsare:

Hope

Theneedtofeelpositiveaboutthefutureandforleaderstoprovideacleardirection

Trust

Theneedforhonesty,respectandintegrity

Compassion

Theneedtofeelcaredaboutandlistenedto

Stability

Theneedforpsychologicalsafetyandsecurefoundationsduringtimesofuncertainty

4Offermann,L.R.,&Coats,M.R.(2018).Implicittheoriesofleadership:Stabilityandchangeovertwodecades.TheLeadershipQuarterly,29(4),513-522.

/science/article/abs/pii/S1048984317304988

5Lord,R.G.,Epitropaki,O.,Foti,R.J.,&Hansbrough,T.K.(2020).Implicitleadershiptheories,implicitfollowershiptheories,anddynamicprocessingofleadershipinformation.AnnualReviewofOrganizationalPsychologyandOrganizationalBehavior,7(1),49-74.

/content/journals/10.1146/annurev-orgpsych-012119-045434

6Offermann,L.R.,&Coats,M.R.(2018).Implicittheoriesofleadership:Stabilityandchangeovertwodecades.TheLeadershipQuarterly,29(4),513-522.

/science/article/abs/pii/S1048984317304988

7Australia,Brazil,Canada,China,India,Japan,NewZealand,Singapore,Thailand,UnitedStates

Copyright©2025Gallup,Inc.Allrightsreserved.|19

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20|Copyright©2025Gallup,Inc.Allrightsreserved.

Toarriveatthesefourneeds,open-endeddata(fromthequestionthatasksrespondentstolist

threewordsthatdescribewhattheirchosenpositiveleadercontributestotheirdailylife)were

codedandgroupedintoeighthigher-levelattributes.Theseattributeswerealsogroupedtogetherthematicallyandcombinedtoformthefouroverallneedsoffollowers.

Needs

Hope

Attributes

Inspiration,visionandpersonalintegrity

Growth,learning,developmentandachievement

Financialgrowth,supportandindependence

Trust

Communication,approachabilityandtrust

Collaboration,teamworkandcompromise

Compassion

Emotionalintelligence,compassionandwellness

Service,altruism,mentorshipandsupport

Stability

Stability,structure,accountabilityandresponsibility

Copyright©2025Gallup,Inc.Allrightsreserved.|21

Gallup’slatestresearchacross52countries

findsthatthesamefourneedsoffollowers

—hope,trust,compassionandstability—areconsistentandstable,evenamidtherapidlyevolvinggeopolitical,technologicaland

naturalenvironment.

Hopestandsoutasthedominantneed

acrossfollowers,with56%ofallattributestiedtopositiveleadersgroupingintothistheme—particularlytheattributesof

inspiration,visionandpersonalintegrity.

Hopeisapowerfulmotivator;itgivesfollowerssomethingbettertolookforwardto,enablingthemtonavigatechallengesandworktowardabrighterfuture.

8

Withouthope,people

candisengage,loseconfidenceandbecomelessresilient.

Trustisalsofundamentalforfollowers,

accountingfor33%ofallpositiveleadershipattributesmentioned.Compassion(7%)andstability(4%)togetheraccountforaboutoneinninepositiveleadershiptraitsmentioned.

LEADERSHIPPOTENTIAL:

Whatpeopleexpect

fromtheirleaders

tendstobeconsistent,evenamidchange.

CHART2

TheFourNeedsofFollowers—Distribution

Question:Now,pleaselistthreewordsthatbestdescribewhatthispersoncontributestoyourlife.(open-ended)%Ofmentions

HopeTrustCompassionStability

Base:n=72,439responsesacross52countriesandterritories

Note:Duetorounding,percentagesmaynotsumto100%

N.B.Peoplecouldgiveuptothreeresponses,sothisreportprovidesstatisticsattheresponseslevelratherthantherespondentlevel.Anynonsensicalresponsesthatcouldnotbegroupedintooneofthefourcodeswereexcludedfromtheanalysis.

Agoodleaderinspirespeopletohaveconfidenceintheleader;agreatleaderinspirespeopletohaveconfidenceinthemselves.

—ELEANORROOSEVELT

FirstladyoftheUnitedStates,diplomat,activist

Thefourneedsoffollowers—andtheeightattributesthattogetherformtheseneeds—areconsistentworldwide.However,thereareimportantdifferencesbetweensome

groupsandamongleadertypesthat,ifwellunderstood,canguideleaderstoactmosteffectivelyintheirenvironments.

8Pleeging,E.,vanExel,J.,&Burger,M.(2022).Characterizinghope:Aninterdisciplinaryoverviewofthecharacteristicsofhope.AppliedResearchQualityLife,17(3),1681-1723.

/article/10.1007/s11482-021-09967-x

22|Copyright©2025Gallup,Inc.Allrightsreserved.

DifferentLeaders,Slightly

DifferentEmphasisonHope

Whiletheoverallhierarchyofneeds

remainsconsistentregardlessofthetypeof

leader,theemphasisontheseneedsvaries

somewhat.“Personal”leadersinpeople’s

lives,suchasfriends,familymembersand

mentors/partners,aremostlikelytobevaluedfortheirtrustworthinessrelativetoother

leaders.However,theseleadersranklowestonfillingtheneedofhope.Religiousleaders,ontheotherhand,deliveroncompassionbutranklowonstability.

Whilefollowers’needsfromlovedones

—friendsandfamilymembers—aresimilar,therearedifferencesinwhattheyneedfromworkplaceleaders.Peoplevieworganizationalleadersthroughadifferentlensthantheydomanagersandcolleagues.

Forexample,followersaresignificantlymorelikelytosaytheyneedtoseehopeinthose

wholeadorganizations(64%)thanamong

otherleaderswhomightworkwithinthe

sameorganization(e.g.,managers(59%)

andcolleagues(58%)).Inotherwords,the

moresenioraleaderiswithinanorganization,themorefollowerslooktothemforhope

andinspiration.

CHART3

FourNeedsofFollowers—RelativePercentageofMentionsbyLeaderType

Question:Now,pleaselistthreewordsthatbestdescribewhatthispersoncontributestoyourlife.(open-ended)

HopeTrustCompassionStability

Base:n=72,439responsesacross52countriesandterritories

Notes:Valuesunder4%arenotdisplayed;Duetorounding,percentagesmaynotsumto100%

Copyright©2025Gallup,Inc.Allrightsreserved.|23

HopeIsthePrimaryNeedinEveryRegionandCountry

Theneedsoffollowersareconsistent

worldwide.Acrossthesixmainregions

surveyedinthisstudy,majoritieseverywhere

mentionhopemorethananyotherleadershipquality.However,thereareregionalvariations.RespondentsinEurope,forexample,are

significantlylesslikelytoreferencehopeintheirinfluentialleaders(53%)relativetoregions

suchasAsia-Pacific(59%).

Inthemostlyhigher-incomecountriesinEurope,peopleplacerelativelygreateremphasisontrust(37%)inleaders.

WhilethemajorityofpeopleinLatinAmerica

(56%)lookforhopeintheirleaders,the

regionstandsoutforpeople’sgreaterneedforcompassion(9%),whichrelatestotheirgreaterlikelihoodofnamingareligiousleaderasthe

mostpositiveinfluenceintheirlife.

CHART4

FourNeedsofFollowers—RelativePercentageofMentionsbyRegion(medians)

Question:Now,pleaselistthreewordsthatbestdescribewhatthispersoncontributestoyourlife.(open-ended)

HopeTrustCompassionStability

Asia-Pacific:Australia,China,India,Indonesia,Japan,SouthKorea,Thailand,Vietnam;Europe:Albania,BosniaandHerzegovina,Bulgaria,France,Germany,Italy,Poland,Romania,RussianFederation,Slovakia,Spain,UnitedKingdom;LatinAmerica:Argentina,Bolivia,Brazil,Chile,CostaRica,DominicanRepublic,Ecuador,ElSalvador,Mexico;MiddleEastandNorthAfrica:Egypt,Israel,Jordan,Lebanon,Morocco,SaudiArabia,Stateof

Palestine,Türkiye,UnitedArabEmirates;NorthernAmerica:Canada,UnitedStates;Sub-SaharanAfrica:Benin,Botswana,BurkinaFaso,Cameroon,Chad,Côted’Ivoire,DemocraticRepublicoftheCongo,Gabon,Nigeria,SouthAfrica,Tanzania,Togo

Note:Duetorounding,percentagesmaynotsumto100%

Hopeisalsotheprimaryneedacrossall

52countriessurveyed,rangingfromjustoverfourin10inBulgaria,JordanandLebanontoatleasttwointhreeinSaudiArabia,IndonesiaandEgypt.TheimportanceofhopeisconstantacrosscountriesinallWorldBankincome

groups:Itisjustasvitalinthe19high-incomecountriesincludedinthissurvey(median

of55%)asitisinthe17lower-middleorlow-incomecountries(medianof53%).

Notably,thesamecountriesthatplaceless

emphasisonhopetendtoputmoreontrust.Hopeandtrustarethedominantneedsof

followersinmostcases,accountingforroughly80%ofallmentions,andwhenoneisstronger,theothertendstoberelativelyweaker.Thereisnosuchrelationshipbetweencompassion

andstability.

7

7

11

6

5

9

12

43

41

38

45

42

39

41

3

4

4

4

8

7

6

48

47

47

46

45

44

41

Romania

Slovakia

Benin

JapanBulgaria

Jordan

Lebanon

24|Copyright©2025Gallup,Inc.Allrightsreserved.

CHART5

FourNeedsofFollowers—RelativePercentageofMentionsbyCountry

Question:Now,pleaselistthreewordsthatbestdescribewhatthispersoncontributestoyourlife.(open-ended)

HopeTrustCompassionStability

Total

56

33

7

4

Egypt

72

22

3

3

Indonesia

66

20

7

8

SaudiArabia

66

26

5

4

Gabon

65

25

6

4

Nigeria

65

25

5

5

India

64

27

5

4

Tanzania

64

24

7

5

UnitedArabEmirates

64

29

4

4

Mexico

63

25

5

8

Thailand

62

28

7

3

SouthKorea

62

32

3

3

Botswana

62

27

10

2

SouthAfrica

61

29

6

4

Argentina

60

27

7

6

Brazil

60

33

3

4

Israel

60

31

5

4

China

59

31

7

3

Canada

59

33

4

4

Türkiye

58

32

5

5

Chad

57

29

10

4

France

57

36

5

2

UnitedStates

57

32

8

3

DemocraticRepublicoftheCongo

56

33

7

4

ElSalvador

55

32

9

4

RussianFederation

55

36

4

5

Australia

55

36

4

5

CostaRica

55

27

14

4

Italy

55

36

6

3

BosniaandHerzegovina

55

37

6

2

UnitedKingdom

55

34

5

7

Chile

54

29

11

5

Vietnam

54

32

10

4

Poland

53

28

10

8

Albania

53

40

3

4

Cameroon

53

36

8

3

Togo

53

34

10

3

Spain

52

28

12

7

Bolivia

52

33

9

6

DominicanRepublic

51

33

13

3

Ecuador

51

32

12

5

Germany

50

38

2

10

StateofPalestine

49

38

4

9

Morocco

49

36

10

5

Côted'Ivoire

49

38

10

4

BurkinaFaso

48

40

9

3

Copyright©2025Gallup,Inc.Allrightsreserved.|25

YoungerPeopleAreMoreLikelytoLooktoLeadersforHope

Thereisalinearrelationshipbetweenage

andtheneedsoffollowers.Regardlessofage,peoplearemostlikelytoseekhopefromtheirleader,butyoungpeoplearemorelikelythantheiroldercounterpartstomentionhope.

Amongthoseaged18to29years,57%ofattributesmentionedwererelatedtohope

—almosttwiceasmanyastrust(32%).All

agegroupsfavorhopeovertrust,butthegap

shrinksasageincreases.Amongthoseaged

75yearsandolder,52%citeanattributerelatedtohope,comparedwith36%fortrust.

CHART6

RelativeImportanceofHopeandTrustbyAgeGroup

Question:Now,pleaselistthreewordsthatbestdescribewhatthispersoncontributestoyourlife.(open-ended)%Ofmentions

HopeTrust

N.B.Respondentsaged15-17incountriesandterritorieswheredatawerecollectedontheGallupWorldPollareexcludedfromthischartbutincludedintheoverallstatistic.

Itispossiblethatbecauseyoungerpeoplehavemoreoftheirlivesaheadofthemthanolder

individualsdo,theyseekmoreinspirationforthefuture,whileolderpeoplehavemorelifeexperienceandseekleaderstheycanentrustwithdecision-making.Thesepatterns