Many organisations still promote high‑performing employees into management simply because they excel in their individual roles. However, research referenced by Harvard Business Review shows that a significant proportion of managers feel reluctant or unprepared for people‑leadership responsibilities, which undermines engagement, trust, and team performance.
Survey data cited in the article indicates that increasing numbers of managers would prefer not to hold people‑leadership roles at all. This reluctance often stems from being promoted without a clear understanding of what the role involves, or without having the opportunity to build the necessary leadership capabilities beforehand. The result is reduced managerial confidence and weaker organisational outcomes.
The article highlights the need for employers to adopt more deliberate selection processes when appointing managers. This includes assessing leadership potential — not just past performance — and providing realistic exposure to the challenges of people leadership prior to promotion. Organisations that continue to rely on outdated promotion practices risk disengagement, higher turnover, and weaker leadership pipelines.
A central takeaway is that management roles should be an intentional choice made by employees who understand the responsibilities and want to develop as leaders. Employers can strengthen leadership capability by offering practical previews, mentorship opportunities, and development pathways tailored to people‑leadership skills. This ensures those stepping into management roles do so with confidence, clarity, and readiness.
"This is a great article and one that reflects what we’re seeing with some of our clients at EQ Consultants.
Too often, high-performing individuals are promoted into management without fully understanding the realities of people leadership, or whether they actually want the role. When management becomes the default career step rather than an intentional choice, engagement and team performance can suffer.
Organisations that provide realistic role previews, proper assessment, and alternative career pathways tend to build more confident leaders and stronger teams"
Steve Kennedy
Managing Director
