According to Mehiläinen’s Work Life Survey, as many as 67% of leaders feel that their position comes with greater – even impossible – expectations compared to others. Leaders report experiencing stress, frustration, and feelings of inadequacy at work. At the same time, the survey shows that nearly all (97%) of leaders still feel they manage their work very or fairly well. The survey was conducted in May–June 2025 and included responses from 102 leaders.
The study highlighted contrasts in leaders’ coping and daily realities. According to Mehiläinen’s Chief Occupational Health Psychologist, Suvi Suortamo, such contradictions in leaders’ assessments are common and understandable. Signs of fatigue are also evident among leaders.
“Leadership is meant to be demanding, but these results are a reminder that even leaders are not endlessly resilient machines. Experiencing one’s work as meaningful is one of the strongest protective factors against the burdens of the job,” says Suortamo.
72% of leaders reported experiencing positive emotions at work. The most common sources of positivity were a sense of meaningfulness (49%), feelings of success (49%), as well as community (28%) and enthusiasm (26%).
Expectations vs. Reality
While leaders generally feel they perform well in their roles, nearly two-thirds answered that the job has not fully met their expectations. 69% felt that the work focuses too much on details and too little on the bigger picture. One-third of respondents expressed disappointment in their own supervisor’s performance, and almost as many (27%) were dissatisfied with their team members’ performance. Additionally, 31% said that work takes up too much time from other aspects of life.
According to Mehiläinen’s Senior Occupational Health Psychologist, Kimmo Haapanen, leaders’ challenges with coping are largely the same as those faced by other employees seeking help from occupational health services. However, admitting to fatigue is often difficult for leaders, and many feel ashamed.
“It is often seen as a sign of weakness and as a threat to one’s leadership position,” Haapanen explains.
Lack of Support Is a Risk
Leaders also need the same things as employees lower down the hierarchy: support, appreciation, and a good relationship with their supervisor. Haapanen notes that many leaders place high demands on themselves. When channeled positively, this can drive organizational success, but it can also exhaust leaders and ultimately harm the entire organization.
“Leaders may also feel frustrated that their well-being doesn’t receive the same attention as that of employees in general,” Haapanen observes.
Nearly one-third of leaders reported feeling burdened. An overburdened leader poses a risk to the entire business, as fatigued brains make poor decisions. According to Suortamo, it is vital that the leader’s role is clear, discussions are open, and opportunities for recovery are secured. This enables leaders to cope better – which in turn benefits the whole organization.
“A leader who feels well creates well-being around them, and that is exactly what Finnish working life needs right now,” Suortamo emphasizes.