More than half of UK business leaders fear becoming obsolete, research finds 

More than half (55 per cent) of UK business leaders are concerned about remaining relevant in a rapidly changing business environment, while two thirds (67 per cent) experience work-related stress at least once a week.

The findings come from research by Alliance Manchester Business School (AMBS),based on a study conducted by Censuswide among 500 UK-based managers, directors and C-suite executives. The study points to growing pressure at senior levels, with nearly three quarters (73 per cent) of respondents saying their role has become more complex over the past five years. 

Younger leaders appear to be particularly affected. Stress levels rise to 73 per cent among those aged 25–34, while 74 per cent of leaders working in organisations with more than 250 employees report weekly stress. 

Alongside this, confidence is also under strain. Two in five (40 per cent) senior decision-makers say they regularly doubt their own judgement at work, highlighting the psychological demands of leadership in an increasingly uncertain and fast-moving environment. 

Elinor O’Connor, Professor of Work Psychology at Alliance Manchester Business School, said: “Stress and responsibility are often seen as going hand-in-hand within businesses – to hold a senior management role and lead on decisions comes, many would say, with a degree of pressure and potential stress. This research, however, highlights far deeper concerns among managers and leaders. 

“As the business world evolves at pace, with new technologies, working habits and workplace cultures to contend with, there is evidently widespread fear about remaining relevant and competent. That so many (40 per cent) regularly question their judgement might not be a bad thing – introspection can be healthy in leadership – but this is clearly coupled with worries for most (55 per cent) about whether they will get left behind as the business landscape shifts significantly.” 

The research also highlights a growing demand for practical skills development among senior leaders. Understanding how to use artificial intelligence was identified as the most in-demand training area, selected by 40 per cent of respondents. This was followed by managing digital transformation projects (32 per cent) and improving resilience and mental wellbeing (32 per cent). 

O’Connor added: “The research alsoprovides valuable insight to senior leadership teams regarding the types of formal training that might allay senior decision-makers’ concerns and best equip them to fulfil their jobs now and into the future. AI training tops the list by some margin but managing digital transformation and improving resilience and wellbeing are clearly also extremely important areas that many senior figures within UK businesses are keen for practical support on.” 

The findings underline a shift in how workplace health and wellbeing is being experienced at leadership level. While much of the focus has traditionally been on supporting employees, the data suggests that senior decision-makers are facing sustained pressure linked to complexity, change and the need to continuously adapt. 

For UK organisations, this raises important questions about how leadership wellbeing is addressed. As roles become more complex and expectations increase, supporting leaders with both capability development and psychological resilience is likely to play a critical role in maintaining performance, decision-making and overall organisational health.