Young, local professionals do not want extra hassle.
Career growth is no longer the most important thing in the lives of Germans. According to a study by the Kofa Center at the German Economic Institute, around 28,000 managerial positions will remain unfilled in the country by 2025. This is twice as many as 10 years ago.
According to the study's author, Regina Flake, this situation is alarming:
"The lack of managers is particularly painful for companies, as it is the leaders who ensure the stability and efficiency of business processes."
The shortage of middle and upper management is already becoming a systemic problem for the German economy.
Why Germans Do Not Want to Lead
The study showed that most employees consciously refuse career advancement, claims br.de.
Among 3,100 respondents without managerial functions, only 14% would agree to take on a managerial position. Another 40% would consider it only under special circumstances, while 43% completely rule out such an option.
The main reasons for refusing a career are:
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too much workload and stress (77%);
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unwillingness to take on additional responsibility (75%);
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fear of losing personal time (73%);
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doubt about sufficient income growth (48%);
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concerns about damaging relationships with colleagues (48%).
According to Regina Flake, managerial positions are no longer perceived as a reward. While a career used to be associated with recognition and prestige, many now see it as a sacrifice of personal balance for the sake of a position.
Money No Longer Decides
Interestingly, the motivation for career advancement among those who are still willing to become managers remains traditional. 95% of respondents want a promotion for a higher salary, and 85% for influence and independence in decision-making.
However, even these incentives cease to work if one cannot maintain a balance between work and personal life.
"Companies must offer managers flexible work formats," says Flake. "This is especially true for women and part-time employees. They are willing to take on responsibility if they can partially work from home or have a flexible schedule."
What Employers Can Do
To increase the attractiveness of managerial positions, companies should change their approach to personnel development. Kofa researchers suggest not forcing employees to "jump into cold water," but helping them gradually adapt to their new role.
How businesses can motivate future leaders:
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offer intermediate positions — deputy or head of a small department;
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develop a mentoring and coaching system for new leaders;
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introduce flexible schedules and part-time positions in management;
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train employees in management skills in advance.
Such steps help reduce the fear of responsibility and lessen the burden that deters potential leaders.
Changing Attitudes Towards Work and Status
Regina Flake notes that modern workers are seeking balance rather than a career. While a managerial position used to mean stability, prestige, and respect, today people value time, health, and personal boundaries.
On one hand, companies are experiencing a labor shortage. On the other hand, employees are increasingly choosing flexible forms of employment, rejecting traditional hierarchies. This shift is particularly noticeable among young professionals and women, for whom work is just a part of life, not the main priority.
The Future of Managerial Positions
Experts believe that companies that can adapt managerial roles to new realities will win the battle for talent. Flexible schedules, mentorship, and support during the transition to a managerial position will help reduce the shortage of managers and make careers attractive again.
"The question is not whether people want to be leaders," emphasizes Flake. "The question is how companies will help them combine leadership with personal life."
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