Two-thirds of professionals (63%) have admitted that one of the leading reasons for leaving a previous employer is that they did not have a ‘connection’ with their management or leadership team.
A further 68% stated that their exit was due to ‘empty promises’ from management. Professionals feel that leaders who fail to act on commitments erode trust.
Connection above control
The new report highlights the human-centric leadership disconnect as a key trend that any business must address to be successful in 2025 and beyond.
In today’s rapidly evolving workplace, leaders will achieve success more easily when they put people first. This is even more important now as professionals fear the role of Artificial Intelligence (AI) and whether it will replace jobs.
We will always need people in the workplace. Much like businesses invest in their technology with R&D and improvements, they must also invest in their people. Business leaders who foster psychological safety, flexibility and continuous learning will build stronger, more engaged teams. In turn, they will ultimately create a more successful business.
Transactional relationships
The report highlights the downfall that occurs when a leader lacks genuine interest. It shows that 62% of employees feel disengaged when leaders only communicate when they need something. In addition, 71% of employees say they can tell when leaders are being insincere in their optimism. Many report this as ‘forced enthusiasm’.
Leaders who fail to engage personally with their teams risk losing loyalty. They also lose valuable insight into the company and potential ideas for improvement or future growth.
Leading with integrity, not power
When asked what the common traits were for poor or inauthentic leadership, professionals responded with:
- Lack of transparency (72%) – Employees lose faith in leaders who withhold information or fail to explain decisions.
- Inconsistency (66%) – Leaders who say one thing but do another struggle to earn long-term respect.
- Avoiding accountability (44%) – Leaders who fail to admit mistakes or take responsibility create a culture of blame.
- Ignoring employee wellbeing (30%) – Leaders who prioritise profit over people create a toxic work environment.
- Micromanagement (28%) – Leaders who do not trust employees’ abilities stifle innovation and motivation.
- Playing favourites (22%) – Leaders who treat team members unequally foster resentment and disengagement.
Authenticity over authority – route to success
Findings from our Talent Trends 2025 report show that companies are 1.5x more likely to retain high performers when leaders display a human-centric organisational focus. In fact, companies are 2.6x more likely to meet objectives when they operate as a ‘people-first’ organisation.
How organisations and their leaders can address the human-centric leadership disconnect:
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Offer coaching and development
Leaders should receive coaching on the principles of human-centric leadership, including empathy, emotional intelligence, leading with authenticity, active listening, and inclusivity. If organisations do not have this expertise in-house, they should consider outsourcing coaching and development programs.
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Deliver clear communication
Open, transparent, and regular communication is key in a human-centric approach. Companies should build an environment where employees freely share ideas and feel valued, and where leaders encourage constructive feedback. Simple actions such as open Q&A sessions on the office floor or maintaining an open-door policy for questions, either in person or via email, can help.
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Don’t forget about culture
Shifting to a human-centric approach may require a significant change in company 
culture. This change could involve redefining company values, rethinking performance metrics, and revamping reward systems to align with human-centric principles.
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Engage your employees
Organisations should focus on understanding employee needs to develop strategies that increase engagement. This could involve creating more opportunities for collaboration, promoting work-life balance, and implementing recognition and reward systems.
Gerrit Bouckaert | CEO | Robert Walters Recruitment | mail me |
