2025年全球领导力展望

The Largest Leadership Study of Its Kind TheGlobal Leadership Forecastseries is the longest-running global study of leadership aimed at understanding currentand future leadership best practices. This year’s study,Global Leadership Forecast 2025,is DDI’s eleventh forecast sincestarting this stream of research more than 24 years ago. This report examines responses from 2,185 human resourceprofessionals and 10,796 leaders from 2,014 organizations around the world. The research, which spans more than50 countries and 24 major industry sectors, summarizes best talent practices and provides key trends to guide thefuture of leadership. The full set of leader demographics is depicted below. INTRODUCTION The Impossible Role: Rethinking Leadership AmidstRising Expectations In a world reshaped by extraordinary change, leadership has never been morecritical and complex. The convergence of global disruptions, from the pandemicto artificial intelligence, exposes vulnerabilities while fundamentally redefiningworkplace expectations, testing the resilience of organizations and humans. Today's business landscape demands more from leaders. While traditional metricslike profitability remain important, an organization’s health increasingly dependson its leadership. Employees‘ trust and loyalty must now be earned by creatingenvironments where people feel respected, valued, and able to grow. Otherwise,talent walks out the door. Leaders must be agile—able to navigate rapid change, pivotstrategies, and guide their teams through it—plus foster growth, drive innovation,and build genuine human connection. And they must do this while deliveringbusiness results. Leaders shoulder all this responsibility: they must transform their organizations intomore human-centered workplaces while building adaptable, resilient teams that canthrive amid uncertainty. The stakes are high.Organizations that fail to support anddevelop their leaders risk losing not just talent, but organizational resilience itself. Yet leaders are struggling. They report increased stress, diminished trust, aweakening sense of purpose, and inadequate development for their expandingresponsibilities. And this crisis is self-perpetuating. As the role becomes moredemanding and complex, current leaders contemplate leaving their leadershiprole altogether while younger generations view these positions as increasinglyundesirable. The talent pipeline is at risk precisely when effective leadershipmatters most. This presents a troubling reality: why would anyone want to be a leader today?Our research uncovers both obstacles and opportunities in modern leadership.Organizations that invest strategically to support leaders’ growth see markedimprovements in leader effectiveness, engagement, and retention as well asorganizational performance. This report examines areas where leaders struggleand identifies promising paths forward, offering evidence-based insights totransform your leadership strategy and strengthen organizational resilience. Table of Findings The Growing Leadership Credibility Crisis............................................................. 5Trust in immediate managers bottomed out at 29%,indicating a breakdownin leadership credibility. AI Success Rides on Trust in Senior Leadership................................................... 7Frontline managers are 3X more likely than senior leaders to be concernedabout AI, underscoring the need to buildtrustto ensure successful adoption. A Leadership Exodus? The Impact of Stress and Burnout.................................... 9Seventy-one percent of leaders report increased stress, with 40% consideringleaving as a result of stressand putting the leadership pipeline at significant risk. Frontline Leaders’ Purpose Fades While C-Suite Thrives................................... 11Frontline leaders’ sense of purpose declined by20%, widening the gap betweenfrontline leadersand theC-suiteand threatening to derail organizational mission. Flat Leadership Quality Demands Change............................................................ 13Only 40% of leaders rate leadership quality as high, but those with a top-tieremployee experience are19X more likely to do so. The CEO Paradox: Talent Growth or Cost Control.............................................. 15Fifty-four percent of CEOs rank attracting and retaining talent as their top concern,creating tension between cutting costs and securing top talent. Bench Strength Shows Meager Signs of Recovery.............................................. 17Confidence in the leadership bench rose to 20%, but mostorganizationsremain uncertain about their leadership pipeline. No Development? High Potentials Won’t Stay .................................................... 19High-potential talent is 3.7X more likely to leave without development—oneof several factors driving rising departures. Future-Focused Skills Fall Critically Behind........................................................