A striking 69% of new managers identify the transition from team member to supervisor as their toughest professional challenge. For 59%, the biggest trial in their new role is learning how to delegate tasks, while 43% see promotion as an opportunity for professional growth.
According to the EY Academy of Business report “Between the Team and the Board: Young Management on Challenges and Needs, 2025”, business process digitalization, evolving work models, and rising employee expectations are the defining market trends of 2025. These shifts mean managers need not only traditional leadership skills but also a new set of interpersonal competencies, adaptability, and emotional intelligence. The study shows that young managers are more mature, determined, and proactive in seeking unconventional solutions—and more eager for self-improvement—than previously assumed.
The toughest challenges: the promotion paradox
The transition from peer to supervisor emerged as the most difficult hurdle, known as the “promotion paradox.” This requires redefining past professional relationships and adopting a new perspective. Most new leaders experience strong cognitive dissonance: they want to remain liked by colleagues, yet must enforce company standards and deliver results. Conflicts and internal tensions were reported as the main source of stress by 69% of respondents, who often struggle to balance team interests with management’s expectations.
“Nearly one-third of Polish leaders wrongly assume that good specialists automatically become good managers. In reality, managing people requires entirely different skills, whether in corporations, enterprises, or non-profits. Many young managers receive no organizational support, which suggests a lack of awareness about their real needs. It’s as if companies are saying, ‘we promoted you—now prove yourself.’ Yet organizations that invest in their young leaders not only see faster returns in performance but also motivate others aspiring to leadership,”
– Krzysztof Witkowski, Partner at EY Academy of Business.
Despite the challenges, 54% of new managers worked to maintain a positive team atmosphere. 42% focused on transparent communication and task allocation, 37% expected support from their superiors, and 35% sought full autonomy. A further 24% valued diversity-friendly cultures, development opportunities, and flexible work models (remote, hybrid, or on-site).
When asked about their priorities, 42% of managers emphasized team motivation, 29% decision-making, 18% interpersonal skills, and 11% control functions. For Generation X (46–50 years old) and Millennials (36–40), building engaged teams was the greatest challenge. Generation Z (25–30) most often struggled with motivating individual employees.
“Supporting the talent development of young managers is critical to shaping future Polish leadership. How we prepare them today will directly impact the competitiveness and innovation of Polish companies in the near future,”
– Sylwia Kacprzak, Senior Manager, EY Academy of Business.
Team size matters
The study also found that challenges depend heavily on team size:
- For teams of up to 10, 67% cited role transition as the biggest challenge; 58% pointed to building engagement.
- For teams above 20, 60% still cited role change, while 43% struggled with ensuring diversity of perspectives.
- For teams of more than 30, 60% reported that ensuring employees’ psychological well-being was their biggest concern—equal to those who also struggled with engagement building.
Gender perspectives
Survey results showed few differences between women and men in identifying key challenges, though both agreed gender influences leadership. Slightly more women than men pointed to openness and communication (48% vs. 45%), motivating employees (46% vs. 43%), and team engagement (58% vs. 48%).
In terms of essential skills, women placed greater emphasis on motivation (54% vs. 41%), decision-making (59% vs. 48%), and communication (61% vs. 52%).
“Young female managers place more value on communication, employee well-being, and teamwork. Women’s long-standing battle with the ‘glass ceiling’ has heightened their sensitivity to complex leadership, with a stronger focus on people-centric aspects. Still, the differences in emphasis on soft skills are not as large as one might assume,”
– Monika Jezierska, EY Partner, Board Member of the Foundation for Business Women Leaders and European Women on Boards.
Development needs and training
Young managers showed a clear appetite for professional development:
- 24% wanted to learn effective people management
- 20% sought expert knowledge
- 15% aimed to improve communication skills
Preferred support formats included employer-provided programs (41%), mentoring (23%), and coaching (18%). A proactive 27% looked for external training, while a worrying 29% did not receive any form of support.
About the study
The EY Academy of Business survey was conducted in Q1 2025 with research firm Opinia24. It involved 333 managers with less than two years of experience.
- 55% were men.
- The largest age group was 25–30 years old (26%); the smallest was 41–45 (15%).
- 8% managed teams of over 30, 51% oversaw up to 10 employees, 30% had 11–20, and 11% managed 21–30.
The survey was conducted using the CAWI (Computer-Assisted Web Interviewing) method.
