A growing mental health crisis is emerging among the UK’s top business leaders, as new research reveals that 77% of CEOs are feeling overworked and burned out.
The findings come from a report titled View from the C-Suite: Embracing the Transformation of Leadership 2025, the latest annual report from executive advisory service LHH. Released in March, it paints a stark picture of leadership fatigue driven by global economic turbulence, shifting workforce dynamics and internal organisational strain.
Nearly half (47%) of C-Suite executives surveyed said their company had experienced leadership turnover in the past 12 months, while 80% of CEOs expressed a desire for more support options to help them navigate the growing pressures of their roles.
Economic Uncertainty Driving Burnout
With economic uncertainty and market volatility topping the list of external concerns for 27% of respondents, the role of a senior executive is becoming increasingly unsustainable. CEOs are being pulled in multiple directions, expected to respond to political instability, inflation and rapid technological transformation, all while maintaining performance and morale.
This pressure is not only affecting mental health and wellbeing but also driving instability at the top. More than a third (37%) of UK CEOs are now considering stepping down, the report found, changing roles or retiring altogether within the next two to three years.
Internal Strains Exacerbate Leadership Challenges
Internally, the C-Suite is facing its own set of operational hurdles. A lack of strategic clarity was cited by 30% of respondents as a barrier to leadership team effectiveness. Other major concerns include a lack of cohesion within the leadership team (26%) and unrealistic financial goals (24%).
Talent acquisition remains a persistent challenge, with 21% of leaders highlighting it as a major concern. The issue is especially pronounced among Gen Z executives, 41% of whom named it their top internal challenge, compared with 28% of Gen X respondents.
Skill Gaps and the Need for Adaptability
The report also shows a need for better leadership skills development. Two-fifths (40%) of CEOs identified adaptability and change management as key skills gaps within their executive teams. A further 32% pointed to a need for stronger strategic thinking and decision-making abilities.
ICEO UK & Ireland managing director Frances Cook said companies should find ways to support their leaders.
“In order to combat these concerning trends, organisations need to adopt new approaches to manage senior executive talent which support leaders from both a personal and business perspective,” she said.
“Flexible and responsive resources are required to ensure successful internal and external transitions, enhance wellbeing and encourage adaptability amid change and uncertainty.”
Investing in Leadership Development and Retention
As CEOs grapple with burnout and consider career exits, the need for robust talent development strategies is more urgent than ever. Internal mobility is emerging as a critical solution, particularly as 19% of C-Suite leaders report difficulty retaining top talent.
For organisations to remain resilient, leadership development programmes must go beyond technical expertise and focus on building core capabilities in team management and decision-making. Creating a strong pipeline of future leaders not only instils confidence among current executives but also improves retention and engagement across the board.
With the weight of leadership taking an ever-greater toll, experts say businesses that fail to support their senior teams risk long-term instability.