Only 13% of HR leaders believe their organization’s leaders are very capable of anticipating and reacting to change, and just 18% of leaders say they feel very prepared to do so, according to survey data from DDI’s Global Leadership Forecast. Even more concerning: The number of leaders who feel prepared to manage change has declined by nearly half over the past five years, from 25% to 13%.
- Executives: Just 8% demonstrate strong change leadership despite their positional authority.
- Mid-level leaders: 30% are strong in leading change, yet 1 in 4 still needs significant development.
- Emerging and frontline leaders: Only 15% are strong in facilitating change, while 39% require significant development. While leaders have the authority to make change happen, DDI’s data shows they are weak in the underlying behaviors—such as emotional engagement, empathy, and influence—that help change become transformation. The behaviors leaders struggle most with include:
- Rewarding change: Only 1% of executives are strong at visibly rewarding desired behaviors, simply assuming alignment happens once direction is set.
- Stretching boundaries: Just 4% of executives are strong in this area, as they may worry about disrupting short-term performance or challenging entrenched norms.
- Addressing change resistance: Only 11% of executives are strong at this, as they’re often shielded from dissent and may experience resistance as personal or disruptive.
- Asking questions: Only 10% of midlevel leaders are strong in this area.