A new LinkedIn Workforce Confidence survey highlights shifting attitudes toward leadership in the US workplace. While nearly seven in 10 employees say they would consider leaving their job if they had a bad manager, only 30 percent of individual contributors report wanting to become people managers themselves.
The findings suggest that organizations may need to reconsider their approach to leadership development. Burnout appears to be part of the equation: nearly three in 10 employees say their manager is often too stressed to provide adequate support.
The survey also points to the growing pressure on middle managers. As companies adopt flatter organizational structures, managers frequently balance the expectations of senior leaders with the needs of their teams—often while juggling increased responsibility with limited resources. This leadership avalanche may discourage employees from viewing management as a desirable career step.
For laboratory environments, the findings serve as an important reminder that leadership roles require intentional support. Management in labs is closely tied to safety, compliance, and productivity, making it vital that organizations cultivate capable leaders while also sustaining those already in the role.
One way forward is through mentorship and gradual exposure to leadership responsibilities. Early-career professionals who have opportunities to shadow managers, participate in decision-making, or lead small projects can gain insight into leadership without being overwhelmed by it.
Training and development programs specifically designed for laboratory managers—such as those focusing on time management, communication, and delegation—can also help reduce stress and make leadership more rewarding. Generative leadership frameworks go further by equipping managers to lead with context, connection, and creativity, helping them reframe challenges as opportunities and engage their teams more effectively.
Equally important is recognizing that not every career trajectory has to lead to people management. In many labs, technical expertise is just as valuable as leadership skills. Offering clear career pathways allows scientists and staff to grow professionally without being pushed into roles that do not align with their interests.
The LinkedIn survey reflects a challenge across industries but carries particular weight in laboratories, where effective management underpins both daily operations and long-term success. Rather than viewing the low interest in management as a pipeline problem, lab leaders and organizations can see it as an opportunity: to reimagine leadership pathways, provide stronger support for managers, and ensure that leadership in science remains both sustainable and impactful.
