Managers feel responsible for both the results and the wellbeing of their teams, and seeing team members develop is a source of satisfaction for many of them. At the same time, they face strong pressure to deliver specific outcomes, often with limited resources or little influence over key decisions. This may be one reason why many managers would not want to be responsible for other people’s work in their next job. According to Hays Poland’s “Condition of Managers 2026” report, only 57% of people in leadership roles see a career path involving team management as the most attractive option.
Managers are actively involved in supporting the wellbeing of their teams. However, only 31% say they receive adequate support from their own superiors. At the same time, 80% of people in managerial roles say their position gives them satisfaction. They also face frustration, most often caused by the need to implement decisions and changes over which they have no influence.
The professional satisfaction of management staff rests on three pillars: people, a sense of agency and attractive pay.
The Hays Poland report “Condition of Managers 2026” presents clear conclusions: today’s managers are operating on the boundary between engagement and burnout. On the one hand, they value working with people and being actively involved in their development. They also appreciate the independence, responsibility and remuneration that come with a leadership role.
On the other hand, constant pressure — both from senior management and from their own subordinates — combined with inadequate support puts them in a far from ideal situation. This often leads to growing frustration and reluctance to take on a similar role in the future.
A Managerial Role Brings Satisfaction, but Also Frustration
A clear majority of managers, 80%, say they are satisfied with their role. Only 6% of respondents in the Hays survey said they do not feel comfortable in this professional context, while another 14% found it difficult to give a clear answer.
Is holding a managerial role a source of satisfaction for you?
| Answer | Share |
|---|---|
| Yes | 80% |
| No | 6% |
| Hard to say | 14% |
Source: “Condition of Managers 2026”, Hays Poland.
For managers, the most common sources of satisfaction are seeing the development of team members and the autonomy and independence offered by the role, both indicated by 70% of respondents. These were followed by responsibility, remuneration, and influence over decisions and the direction of activities. However, holding a managerial position is not without frustration.
The most problematic aspect of the role is the need to enforce decisions and changes over which managers have no influence or with which they disagree, indicated by 65% of respondents. Other challenges include the lack of a clear path for further development or promotion, as well as responsibility for team performance with limited resources or influence.
What is a source of frustration for you in your managerial role?
| Source of frustration | Share |
|---|---|
| The need to enforce decisions and changes over which I have no influence and/or with which I disagree | 65% |
| Lack of a clear path for further development or promotion, the “glass ceiling” | 46% |
| Responsibility for team results with limited resources or influence | 46% |
| Lack of support or a mentor in the organisation | 44% |
| Feeling “in between” — simultaneous pressure from superiors and subordinates | 35% |
Five most frequently indicated answers.
Source: “Condition of Managers 2026”, Hays Poland.
Importantly, every third respondent in the Hays survey, 35%, identified the feeling of being “in between” as a source of frustration, meaning simultaneous pressure from superiors and subordinates. This suggests that the people-management aspect of a managerial role is, for many leaders, both the best and the worst part of the job. According to Hays expert Agnieszka Czarnecka, these seemingly contradictory results make sense when viewed in a broader context.
“Simultaneous satisfaction and frustration related to team management mainly affect line managers. They usually have limited decision-making power, as their responsibilities often involve implementing changes decided at higher levels of the organisation. At the same time, they are responsible for frontline employees — their performance, needs and frustrations. Their role is also to maintain team engagement and look after employee wellbeing. However, they do not always receive similar support from their own superiors. This leads to a situation in which they feel pressure from both sides while lacking a sense of influence,” says Agnieszka Czarnecka, Head of HR Consultancy CEE at Hays.
Managers Support Others, but Often Do Not Receive Support Themselves
The sense of pressure from both sides may be intensified by the imbalance between the support managers provide to their subordinates and the support they receive from their own superiors. The survey results show that leaders proactively care for the wellbeing of their employees and help them when they experience emotional difficulties. For example, 74% of managers believe it is their duty to ask about the needs of subordinates facing mental health challenges.
However, relatively few managers say they receive support from their own superiors. Only 9% answered “definitely yes” and 22% answered “yes”. This means that the majority may be left alone with both their own challenges and those of their teams.
Do you receive any support from your superior?
| Answer | Share |
|---|---|
| Definitely yes | 9% |
| Yes | 22% |
| Hard to say | 32% |
| No | 30% |
| Definitely no | 7% |
Source: “Condition of Managers 2026”, Hays Poland.
Responses to the question about what kind of support managers would expect from their superiors suggest that clear definition of goals and expectations for their role is crucial, as are the time and availability of their leaders. Meanwhile, 26% of respondents would expect mentoring support in people management from their superior.
The Goal: No Team Responsibility
Managerial challenges combined with a lack of adequate support may explain why as many as 39% of leaders would like to give up responsibility for a team in their next job. For 26% of respondents, the most attractive option would be an independent expert role, while another 13% would prefer project-based work or an external consultant role.
Which career path would currently be the most attractive to you?
| Career path | Share |
|---|---|
| Managerial role with team responsibility | 57% |
| Expert role without team responsibility | 26% |
| Project/interim role as a consultant | 13% |
| Hard to say | 4% |
Source: “Condition of Managers 2026”, Hays Poland.
According to Agnieszka Czarnecka from Hays, not every professional who succeeds in their specialisation secretly dreams of becoming a team leader. She argues that the need to work with people or participate in their development can also be fulfilled as an independent expert, project manager or interim manager.
“The problem is that organisational structures often leave ambitious employees with no other option than to take on a leadership role. Taking responsibility for a team is often the only path for development and the only chance to gain prestige, privileges and attractive remuneration. As a result, team managers are often people who never dreamed of a leadership role, which over time may lead to frustration,” comments Agnieszka Czarnecka.
A lack of flexibility in career paths poses a threat not only to frustrated managers, but also to organisations. The risk is weak leadership and declining interest in leadership roles among younger generations. Employers should therefore take steps to improve the selection process for future managers, strengthen the maturity of existing leadership teams and create alternative career paths.
About the Report
The Hays Poland report “Condition of Managers 2026” was based on responses collected using the CAWI method between March and April 2026. The publication presents the results of a survey involving more than 200 people in managerial roles.
Hays is an international recruitment and HR consulting company founded in 1968 in the United Kingdom. It specialises in recruiting specialists and middle- and senior-level managers for permanent, contract and temporary positions.
The group operates in dozens of countries around the world, serving companies from various sectors, including IT, finance, engineering, marketing, logistics and sales. Hays has been present in Poland since 2002, with offices in Warsaw, Kraków, Katowice, Wrocław, Poznań and Gdańsk.
