Our research team has been exploring such questions for decades now to stay abreast of the challenges and issues most commonly faced by leaders at every level. (See our 2023 research brief<\/a>, 2021 technical report,<\/a>\u00a0and\u00a02013 white paper<\/a> for more information.)<\/p>\n Based on the collective challenges reported in over 7,000 organizations around the world, and using anonymized data on individuals collected through our global 360 assessments<\/a>, our research team has examined what over 48,000 leaders have identified as their most critical leadership challenges over the past several years.<\/p>\n Using an AI-powered language processing model to review and analyze their responses, we identified the most consistent challenges of leadership across many industries and sectors around the world. We further analyzed the data to determine how these challenges evolved in the wake of the pandemic.<\/p>\n Here we present what our research has found are today\u2019s biggest challenges of leadership \u2014 the top 5 challenges faced by leaders at each of level of the organization \u2014 ranked by their relevance post-pandemic. And because development is more effective when it uses data to support the challenges of leaders at different levels, this list of leadership issues can be the focus for training & development efforts in all organizations, everywhere in the world.<\/p>\n Regardless of where they live or work, those managing others in supervisory roles reported that their most common leadership challenge is frustrations with people and time<\/em> \u2014 and this issue has only increased in frequency since the pandemic. Here are the top 5 most common challenges for frontline leaders, based on our research:<\/p>\n Many frontline managers reported that their top leadership issue is feeling overwhelmed with inefficiencies and frustrated with others. This includes challenges with offering guidance to direct reports, overcoming resistance to change, dealing with difficult employees<\/a>, and adjusting communication and feedback styles to collaborate more effectively with different people. And again, this appears to have become an even bigger concern for leaders at this level since the pandemic.<\/p>\n Another common leadership challenge among new managers<\/a> is learning to juggle day-to-day challenges \u2014 such as managing others who were formerly peers, or employees who are older than they are \u2014 and just generally gaining respect as a new, first-time people leader.<\/p>\n Needing stronger operational processes to address organizational problems was another frequently cited leadership challenge for this group.<\/p>\n First-level leaders also reported challenges with developing teams, giving effective feedback<\/a>, providing direction, holding coaching conversations<\/a>, and dealing with resistance from direct reports.<\/p>\n Learning to be better at active listening<\/a> to understand the perspectives of others, improving flexibility, and being less reactive in pursuit of an \u201cideal self\u201d are other commonly reported challenges for leaders on the front lines, our research found.<\/p>\n Managers who are leading from the middle \u2014 with senior leaders above them and direct reports below \u2014 face many similar challenges of leadership as well. Our research found that the most common issues for mid-level managers were:<\/p>\n A top challenge for leaders at this level is their own personal limitations and feelings of inadequacy, as they often must overcome their own doubts about their abilities and readiness to lead \u2014 as well as the doubts of their peers or supervisors. Dealing with the challenge of personal limitations requires overcoming impostor syndrome<\/a>, humility to seek the input of others, courage to do the right thing, and projecting confidence while communicating effectively.<\/p>\n Since the pandemic, mid-level managers have reported this as an issue even more frequently. With new cultures brought on by remote and hybrid workplaces, overcoming common limitations in order to make an impact as a leader has become even more challenging.<\/p>\n In a tumultuous work environment, managers (particularly mid-level leaders) may struggle to deliver results. Leading within a challenging business context requires the careful deployment of limited resources, improved processes, and keeping employees engaged and motivated<\/a>.<\/p>\n When a mid-level leader has an ineffective interpersonal style, they struggle with relationships. This can play out on a spectrum, from dominating interactions to lacking the self-confidence to be assertive. On the other hand, effective interpersonal styles and embodying the characteristics of a good leader<\/a> allow for open and honest conversations.<\/p>\n Successful leadership requires the ability to influence others beyond one\u2019s group \u2014 often without formal authority. For those leading from the middle, the challenge of influencing others<\/a> across functions includes building credibility, developing cross-organizational networks, and building and bridging partnerships.<\/p>\n Mid-level leaders report that they often find it difficult to balance competing people and project priorities, especially when they\u2019re sandwiched between project-based deadlines and their employees\u2019 engagement. It\u2019s an important paradox that leaders must manage both<\/em> relationships and<\/em> tasks effectively<\/a>. When resources are limited, motivating team members who vary in personality, abilities, and experience can feel at odds with effective project management.<\/p>\n We noticed that the pandemic shifted the top leadership challenges for this group somewhat. Before COVID, limited self-awareness was cited as the most frequent leadership issue among senior leaders who head up functions, business units, departments, divisions, and regions, but the frequency of this challenge dropped significantly more recently. The challenge of overcoming credibility gaps, on the other hand, has become more pressing after the pandemic.<\/p>\n This includes the challenge of building credibility as an organizational leader. Examples include gaining the trust of stakeholders and enhancing visibility within an organization. Senior leaders may also need to strengthen their leadership image or presence<\/a> to be most effective.<\/p>\n Making strategic shifts to maximize market growth and sales is another top challenge of senior leaders. This may include expanding the organization beyond core products, extending market reach, shifting to a market \/ customer orientation, and better aligning of sales.<\/p>\n Another key challenge for senior leaders is influencing the organization to improve and accept new processes, which requires being a strategic leader<\/a>, effective boundary spanning leadership, and developing a broader perspective<\/a> by taking a systemic view.<\/p>\n Understanding how others perceive them and recognizing their impact on others \u2014 along with improving their confidence, approachability, and communication style (particularly when delivering difficult messages) \u2014 can be especially challenging for leaders at the senior level.<\/p>\n Adapting to changes in responsibilities and managing new people or former peers is a final key leadership issue at this level. This challenge may be brought on by a promotion, a new role, a functional shift, or a geographic move, or simply through preparing for the C-suite<\/a>.<\/p>\n Finally, senior executives leading the enterprise told us that their top 5 leadership challenges are as follows.<\/p>\n For C-level leaders, the challenge of working in a dynamic business environment topped their list of leadership issues. This challenge can be brought about by new regulations, market and economic conditions, competition, or growth. To be effective, leaders must be able to develop and keep the talent needed to support change and revise their organization\u2019s models and systems as required.<\/p>\n Notably, this challenge experienced the biggest rise in the wake of the pandemic. Even before the pandemic, senior executives were already used to leading their organizations in adapting to ever-changing circumstances, but COVID and its fallout accelerated that need even more.<\/p>\n Developing strategy for an organization is another top leadership challenge for senior executives. This includes aligning priorities and initiatives across groups and developing teams to support strategic efforts. It\u2019s helpful when senior leaders are able to link business strategy to leadership strategy<\/a>.<\/p>\n For many senior leaders, shifting the way they interact with others to be more effective and the ability to adapt their style for varying situations or stakeholders is an important challenge. Leaders in C-suite need to have different techniques for flexing their approach, including in how they communicate the vision<\/a>, manage or influence others, or leverage power<\/a> over others to get things done.<\/p>\n Preparing their organizations for a turbulent future is an ongoing issue for senior executives. This challenge of leadership is experienced most often when there are organizational mission shifts, significant resource constraints, technology changes, or when new ways of working are needed.<\/p>\n Lastly, influencing others toward collaboration is a key leadership challenge for senior executives. This is especially common when they\u2019re new to a role, managing former peers or more experienced colleagues, or collaborating with others on the senior team.<\/p>\nOur Research Into the Challenges of Leadership<\/h3>\n
The Most Common Challenges of Leadership at Every Level<\/h2>\n
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The Top Leadership Challenges of Frontline Managers<\/h3>\n
![\"The](\"\/wp-content\/uploads\/2024\/07\/top-5-leadership-challenges-for-frontline-managers-infographic-center-for-creative-leadership.png\")
<\/a><\/p>\n<\/a>Frustrations With People and Time<\/h4>\n
<\/a>First Time Managing People<\/h4>\n
<\/a>Deficient Operational Processes<\/h4>\n
<\/a>Team Performance<\/h4>\n
<\/a>Personal Improvement<\/h4>\n
The Top 5 Leadership Challenges of Mid-Level Managers<\/h3>\n
![\"The](\"\/wp-content\/uploads\/2024\/07\/top-5-leadership-challenges-for-mid-level-managers-infographic-center-for-creative-leadership.png\")
<\/a><\/p>\n<\/a>Personal Limitations<\/h4>\n
<\/a>Business Challenges<\/h4>\n
<\/a>Ineffectiveness<\/h4>\n
<\/a>Influence<\/h4>\n
<\/a>Competing Priorities<\/h4>\n
The Top 5 Leadership Challenges for Senior Leaders<\/h3>\n
![\"The](\"\/wp-content\/uploads\/2024\/07\/top-5-leadership-challenges-for-senior-leaders-infographic-center-for-creative-leadership.png\")
<\/a><\/p>\n<\/a>Credibility Gaps<\/h4>\n
<\/a>Limited Market \/ Sales Growth<\/h4>\n
<\/a>Process Improvement Across Groups<\/h4>\n
<\/a>Limited Self-Awareness<\/h4>\n
<\/a>Transitioning Into a New Role<\/h4>\n
The Top 5 Leadership Challenges for Executives<\/h3>\n
![\"The](\"\/wp-content\/uploads\/2024\/07\/top-5-leadership-challenges-for-executives-infographic-center-for-creative-leadership.png\")
<\/a><\/p>\n<\/a>Dynamic Business Environment<\/h4>\n
<\/a>Strategic Responsibilities<\/h4>\n
<\/a>Interpersonal Rigidity<\/h4>\n
<\/a>Organizational Readiness Amid Uncertainty<\/h4>\n
<\/a>Lack of Cooperation<\/h4>\n