Marvin OnumonuScrutiny on leadership decision-making has increased, according to new research from global talent solutions partner Robert Walters.
The polling, released ahead of the Robert Walters Talent Trends 2026 guide, found 84% of managers felt their decisions were being examined more closely by colleagues than two years ago.
At the same time, 79% of workers said they were paying more attention to leadership decisions.
When asked which decisions they judge most, 46% of workers pointed to people-related decisions, while 26% cited workload pressure and burnout.
Gerrit Bouckaert, CEO, recruitment at Robert Walters, said: “Employees are paying closer attention to leadership decisions because the stakes have become higher.
“As technology accelerates change and roles evolve more quickly, people want reassurance that decisions are being made thoughtfully and fairly. It’s no longer enough for leaders to simply make the right decisions; employees now want to know how those outcomes are reached.”
Lucy Bisset, director of Robert Walters North, said: “Heightened scrutiny over business decisions comes against the backdrop of sustained macroeconomic uncertainty, marking an inflection point for UK leaders.
“Clarity and transparency are critical when communicating decisions which impact employees – it’s not just about explaining the catalyst or context for a decision but how going down this route ties into the organisation’s long-term vision and values.”
The research found 40% of managers felt more stressed in their roles and 44% said it had changed how they communicate and explain decisions.
Bouckaert added: “Increased scrutiny doesn’t mean managers are underperforming. It reflects how visible and consequential leadership decisions have become.
“Managers are being asked to make judgement calls in more complex environments, often with incomplete information and higher expectations for transparency.
“For some, that pressure is starting to make leadership roles feel less attractive.”
He said: “If organisations want strong leaders in the future, they will need to recognise this shift and actively support managers to sustain trust and performance.
“Across all the trends we’re seeing in 2026, from AI in hiring to changing workforce models, leadership credibility is becoming a decisive factor.
“Organisations that equip leaders to make balanced, human-centred decisions will be better placed to attract, engage and retain talent.”
