We are in the midst of a growing crisis that is unfolding largely unnoticed: “boss burnout.” Managers are quietly experiencing increasing stress, detachment and unhappiness in their jobs. This can make them less effective, hurting productivity and office morale.
Here are some research findings you shouldn’t ignore:
Gallup’s 2025 State of the Global Workplace report suggests the global workplace is coming to a breaking point, with manager engagement on the decline. Nearly one-half of managers, they found, are actively watching for or seeking a new job, and a similar proportion feel unprepared to support employee well-being. Just 30% of managers feel it’s a good time in their job, versus 44% of those at other job levels. And only 22% of managers are “thriving” on Gallup’s global well-being ladder.
Wiley Workplace Intelligence research has also shown indications of trouble over the past year. Nearly one-half of the managers in a recent survey reported severe levels of stress, with around one-third saying it has increased over the past six months. More than one-half of managers in an earlier study identified “managing well-being while achieving results” as their top challenge for the year, and nearly half reported having daily stress.
It’s a real problem, and it should be quickly addressed to avoid significant repercussions.
The Hidden Cost of Overlooking Managers
Widespread manager disengagement can have reverberating downstream effects in organizations. When manager stress rises, team burnout and turnover inevitably follow. Stressed leaders can impact the overall functioning and dynamic of their teams, including morale, performance, trust, communication and well-being.
Stress itself, of course, has a negative impact on companies overall. Wiley Workplace Intelligence data suggest that teams with high stress report increased burnout and higher turnover. And our data show stress rises when communication and leadership are lacking.
The Accidental Manager Pipeline
Much of this crisis may stem from what is sometimes referred to as the “accidental manager pipeline.” That is, an individual’s promotion to a management role often happens without adequate preparation or ongoing support.
Too often new leaders are thrown into the deep end, expected to excel at completely new skill sets without proper training. One study found that 59% of managers who supervise 1-2 employees have never received formal leadership training.
Research shows that having effective managers can boost employee retention and performance substantially, yet more than half of managers lack the proper training to become more effective.
Wiley research suggests the most pressing challenges managers face today center on improving communication, supporting team well-being and empowering decision-making — all complex interpersonal skills that require development and practice.
Ultimately, when managers aren’t prepared to tackle their most pressing challenges, stress can build and become a huge factor in their performance.
Why Soft Skills Are Survival Skills
Our current workplace demands a manager one who excels not just at operational tasks but also at human connection. Soft skills such as communicating well, showing empathy, and giving effective feedback aren’t just nice to have; they’re essential for organizational success. The Gallup report indicates teams with strong soft-skills managers demonstrate better engagement and lower turnover.
Organizations that recognize and address this challenge see significant returns. Research suggests leadership development yields a high return on investment, and soft skills programs are ranked the most impactful by human resources decision makers, according to another Wiley study. Yet close to one-half of employees responding to that survey reported that they have not been offered soft skills development.
Moving From Recognition to Action
The warning flags are up, and the wake-up call is clear. Organizations must implement comprehensive solutions to address manager burnout.
The good news is that even modest investments in manager training can yield measurable improvements. The path forward requires a shift in organizational mindset. Rather than treating management training as a one-time event following promotion, companies should establish ongoing development pipelines.
It’s time for organizations to respond, before the current crisis ends in disastrous results. The stakes are high. When managers burn out, the entire system suffers. By investing in comprehensive manager development — particularly in essential soft skills — organizations don’t just save their managers, they unleash managers’ potential as engines of improved, sustainable performance.
The time has come to recognize that manager development isn’t just nice to have; it’s the essential foundation for organizational resilience in challenging times. Our managers deserve it. And our organizational futures depend on it.
