07 May 2026 – U.S. businesses face a growing leadership gap as middle management roles become harder to fill, particularly as younger workers show increasing reluctance to step into leadership positions.
New research from global technology company SafetyCulture reveals that leadership roles have become so demanding that most managers would leave them behind if they could, a reality that younger workers are increasingly aware of.
62% of managers report that younger workers are reluctant to take on leadership roles
The latest Feedback from the Field report, which surveys frontline “deskless” workers, highlights a clear shift in attitudes toward leadership among younger employees.
With more than half of managers reporting that younger employees are reluctant to step into management, organizations face a shrinking pipeline of future leaders, particularly in frontline industries where strong on-the-ground management is critical to maintaining performance.
66% of managers would rather not lead if given the choice
Even among those already in leadership roles, enthusiasm is declining. A majority of managers say they would prefer to remain individual contributors if pay stayed the same, pointing to a growing imbalance between responsibility and reward.
This signals a deeper issue: leadership roles are not just harder to fill, they are becoming harder to sustain.
88% of managers report frustrations in their role
At the same time, frustration among existing managers is widespread. Nine in ten report challenges in their day-to-day roles, often driven by heavy workloads, administrative burden, and limited operational support.
These pressures are contributing to disengagement and increasing the risk of burnout across frontline leadership roles.
A growing risk to business operations
Together, these trends are creating real operational challenges for businesses.
As fewer employees step into leadership roles and existing managers come under increasing strain, organizations face slower decision-making, inconsistent processes, and a greater risk of errors or safety incidents.
In frontline industries, where managers play a critical role in coordinating teams and maintaining standards, these gaps can have a direct impact on performance.
Reducing the burden on managers
Tom Murdock, Managing Director Americas, SafetyCulture, weighed in:
“Management roles are becoming harder to sustain because the reality of the job is often overwhelming. Frontline managers are expected to do more with less, balancing people, processes, and performance without enough support.”
“If businesses don’t address this, they risk losing the next generation of leaders, and with it, the operational stability that strong frontline management provides.”
Making leadership roles more sustainable
Rather than focusing solely on leadership development, the findings suggest organizations need to address the operational pressures behind manager dissatisfaction.
Murdock added:
“Supporting managers isn’t just about leadership training. It’s about removing unnecessary friction from their day-to-day work. SafetyCulture’s workplace operations platform helps frontline managers cut admin burden, track team performance and maintain standards without the manual overhead so they can spend more time leading and less time firefighting.
The pipeline matters too. When frontline workers can contribute ideas, flag problems, and solve them directly, they build the confidence and skills they need to lead. You develop the next wave of managers before they formally step into the role.
And when leadership becomes something the whole team participates in, the pressure lifts. It becomes a shared effort rather than a burden one person carries. That’s what makes it attractive to the next generation.”
Read SafetyCulture’s Feedback from the Field report The $90 Billion Opportunity.
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