The Disconnect in Leadership: A Need for Input
As leaders face unprecedented challenges and pressures, new findings indicate a breakdown in psychological safety at the leadership level.
A recent survey conducted by Harris Poll and Turas Leadership highlights a significant gap between the aspirations of senior leaders and their perceived ability to engage their teams without jeopardizing their reputation. It reveals that 63% of senior leaders wish to seek more input from their teams when making crucial decisions. However, a significant number of them hesitate to do so, fearing that it might reflect weakness in their leadership.
The Gender Divide in Leadership Communication
Interestingly, the survey indicates a notable disparity based on gender. About 71% of male leaders expressed concerns over the repercussions of seeking input compared to only 46% of female leaders. This discrepancy underscores the ongoing challenges that many leaders face in fostering an open and collaborative environment where team members feel empowered to contribute their insights.
The Importance of Constructive Feedback
A staggering 90% of senior leaders indicated a strong desire for their teams to share constructive feedback that could challenge existing norms within the organization. Yet, data suggests that many employees do not feel comfortable communicating their opinions. For instance, a study in 2024 revealed that 63% of Gen Z employees and 52% of Millennials lack the confidence to voice their thoughts at work. This unsettling trend echoes a broader concern regarding the availability of psychological safety within workplaces.
Leadership Vulnerability: A Fundamental Issue
This disconnect signals a larger issue within organizational dynamics: while leaders preach the virtues of collaboration and constructive challenge, many lack the safety to model such behaviors themselves. Emily Scherberth, Founder and CEO of Turas Leadership Consulting, emphasized this point, noting that years of focus on creating psychological safety for teams may have overlooked the need for leaders to feel secure in expressing vulnerability and openness.
Addressing Systemic Psychological Safety
The survey findings suggest a pressing need to rethink how psychological safety is construed and implemented throughout organizations. Many leaders are experiencing immense pressure, with 80% acknowledging that they feel more burdened to ensure their organization's sustainability in today’s fast-paced environment. Alarmingly, 71% of C-Suite executives surveyed stated they would walk away from their roles to preserve their well-being.
This phenomenon of increased pressure on leaders reveals a significant flaw: while they are expected to demonstrate modern leadership traits such as openness and collaboration, the realities of a volatile business landscape make it challenging for them to live up to such expectations.
Adding to this complexity, research highlighted in a 2025 study indicates that middle managers often feel less psychological safety than their direct reports. This imbalance suggests that psychological safety often exists in a unidirectional manner—conveyed downwards to teams but not reciprocated towards leaders. Such a dynamic can stifle the courage to ask tough questions or admit uncertainty, creating a chilling effect that reverberates throughout the organization.
Transforming Leadership Development Approaches
Given these findings, organizations are urged to reassess their leadership development strategies. Leaders express a desire to embrace progressive leadership principles but often find themselves ensnared by fears of repercussion and escalating performance pressures. Scherberth articulated that this challenge is not due to a lack of skill or will but rather how leaders are developed amid burgeoning uncertainty and complexity.
To instigate lasting change, it is crucial to focus on building the inner capacity of leaders. By addressing their mental models of authority and nurturing self-awareness, leaders can learn to lead with authenticity and vulnerability. This foundational shift can create a ripple effect, transforming organizational culture and fostering an atmosphere of safety and collaboration.
Your organization’s leaders can start measuring their capacity through the Turas Leadership Capacity Assessment™. This tool is designed to help leaders reflect on their skill set and preparedness to foster psychological safety within their teams. For an in-depth examination of this critical issue, don't forget to explore our detailed research paper.
Frequently Asked Questions
What is the main finding of the recent survey by Turas Leadership?
The survey reveals a disconnect between what leaders want from their teams and their willingness to seek input due to fears of appearing weak.
How does gender affect leadership communication?
Male leaders were significantly more likely to fear the repercussions of seeking input, with 71% expressing this concern compared to 46% of female leaders.
What percentage of leaders desires constructive feedback from their teams?
Approximately 90% of senior leaders wish for more constructive feedback that challenges existing practices within their organizations.
Why is psychological safety crucial for leaders?
Psychological safety is necessary for leaders to model vulnerability and openness, which are essential for fostering a collaborative environment within their teams.
What does Turas Leadership advocate for regarding leadership development?
Turas Leadership emphasizes the need for capacity-building in leaders so they can sustainably lead amidst uncertainty and complexity.
