Burnout among managers is on the rise, with serious consequences. A recent survey found that 63% of managers feel burned out or disengaged in their roles, raising concerns about the sustainability of traditional management structures.
Managers have long been the backbone of organizations—the vital link between strategic vision and team motivation. Yet, they are increasingly caught in a relentless squeeze between ambitious corporate objectives and employees with evolving expectations. This mounting pressure begs the question: Is the traditional role of the manager still viable? Can we continue to expect them to balance performance and employee well-being without breaking under the strain?
For decades, management relied on a tacit balance. Managers were both inspiring leaders and executors of corporate strategy. But that balance has eroded. On one side, executives demand increased profitability, pushing for endless reporting and unattainable goals. On the other, employees increasingly seek purpose, recognition, and flexibility. The manager, caught between these contradictory expectations, is facing heightened stress levels, with many considering a shift in their roles to find better work-life balance.
Managerial burnout is no longer an exception; it’s becoming the rule. A recent Wall Street Journal article highlights that job dissatisfaction is at a 10-year high in the U.S. The problem is the increasing disconnect between expectations and reality.
Managers today are expected to juggle an overwhelming number of meetings, make high-stakes decisions without real authority, and deliver on targets that seem out of reach. Exhaustion is only part of the problem—mental and emotional burnout are taking an even greater toll. A recent survey by The Harris Poll for The Grossman Group found that 63% of managers feel burned out or ambivalent about their roles, highlighting the growing crisis in leadership fatigue.
Reports from AP News indicate that work-life balance struggles hit women particularly hard, but the impact is widespread. Managers must maintain team productivity, safeguard employee well-being, and navigate their own stress, all while feeling increasingly isolated. The result? Many feel disconnected from their teams and drained of the energy needed to lead effectively.
A burned-out manager isn’t just a personal issue—it’s an organizational one. Research consistently shows that stressed managers lead disengaged teams, creating a ripple effect that drags down the entire company.
The numbers are alarming: 91% of employees report that high levels of workplace stress prevent them from working efficiently, according to a Deloitte study. Meanwhile, workplace stress is estimated to cost U.S. businesses over $300 billion annually due to absenteeism, turnover, and lost productivity.
When managers are overwhelmed, they become reactive instead of proactive, struggling to lead with clarity. This lack of direction trickles down to employees, leading to lower engagement, higher turnover, and ultimately, declining business performance. Without intervention, this cycle can drive away top talent, increase employee attrition, and weaken the company’s long-term resilience.
Some argue for a manager-free world, where self-organization replaces traditional hierarchy. Holacracy, liberated companies, and flat structures are some of the experiments attempting to bypass the traditional manager role. Holacracy is a system of governance where authority and decision-making are distributed across the organization rather than being held by a traditional management hierarchy. In this model, employees hold clear roles that evolve over time, and decision-making is decentralized, with each team member empowered to take initiative within their defined domain. But is this truly a solution or just an escape from the problem? The real question is not whether we should eliminate managers, but how we should redefine their role. Less of an executor, more of a facilitator. Less of a controller, more of a mentor. For this evolution to happen, companies must support their managers, providing them with the tools to adapt and thrive in this changing environment.
The first step is to rethink what we expect from managers. Stop making them do everything and focus their role on what truly matters: people. Reducing unnecessary administrative tasks, lightening the burden of excessive reporting, and clarifying responsibilities will help. More importantly, managers need support. As highlighted in the AP News report, offering better work-life balance initiatives and acknowledging the need for mental health support is essential for a manager’s well-being.
Support can come from training or tools. A well-supported manager, trained in stress management and leadership, equipped with the right tools (such as tools for improving employee engagement) will be far more effective than one left alone to handle insurmountable pressure. Perhaps it’s time to see managers not as mere intermediaries but as key players in workplace well-being and productivity. Because if the manager can no longer sustain their role, the entire organization risks crumbling.
We may be at a crossroads. Either we allow the current model to collapse under its own weight, or we reinvent the manager’s role into a true catalyst for engagement and transformation. A company that takes care of its managers is one that invests in its long-term success. Rethinking management is an absolute necessity. The question is no longer if we need to act, but rather how far we are willing to go.
For further strategies on reducing burnout and fostering a healthier work environment, check out our free guide on How to reduce burnout in 2025. The form is available 👉 on the right of this page.
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