Leaders Feel Their Agency Eroding—and They’re Starting to WithdrawSKIP TO CONTENTHarvard Business Review LogoHarvard Business Review LogoPsychology|Leaders Feel Their Agency Eroding—and They’re Starting to WithdrawSubscribeSign InLatestMagazineTopicsPodcastsStoreReading ListsData & VisualsCase SelectionsHBR ExecutiveSearch hbr.orgSubscribeLatestPodcastsThe MagazineStoreWebinarsNewslettersAll TopicsReading ListsData & VisualsCase SelectionsHBR ExecutiveMy LibraryAccount SettingsSign InExplore HBRLatestThe MagazinePodcastsStoreWebinarsNewslettersPopular TopicsManaging YourselfLeadershipStrategyManaging TeamsGenderInnovationWork-life BalanceAll TopicsFor SubscribersReading ListsData & VisualsCase SelectionsHBR ExecutiveSubscribeMy AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesSign InHarvard Business Review LogoPsychologyLeaders Feel Their Agency Eroding—and They’re Starting to Withdraw by Merete Wedell-WedellsborgMarch 23, 2026Oleg Opryshko/Getty ImagesPostPostShareSavePrintSummary.   Leer en españolLer em portuguêsPostPostShareSavePrint“I am done. I feel like staying in bed until the next holiday” a leader said to me last month, slumping into his chair at the end of a long meeting. “And it pains me, because my example is needed more than ever.”Merete Wedell-Wedellsborg is an adjunct professor of leadership at IMD Business School and the author of numerous HBR articles as well as Battle Mind: How to Navigate in Chaos and Perform Under Pressure (Sage, 2015).PostPostShareSavePrintRead more on Psychology or related topics Leading teams, Leadership, Management, Stress management, Managerial behavior, Personal resilience and Business and societyPartner CenterStart my subscription!Explore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceExplore HBRThe LatestAll TopicsMagazine ArchiveReading ListsCase SelectionsHBR ExecutivePodcastsWebinarsData & VisualsMy LibraryNewslettersHBR PressHBR StoreArticle ReprintsBooksCasesCollectionsMagazine IssuesHBR Guide SeriesHBR 20-Minute ManagersHBR Emotional Intelligence SeriesHBR Must ReadsToolsAbout HBRContact UsAdvertise with UsInformation for Booksellers/RetailersMastheadGlobal EditionsMedia InquiriesGuidelines for AuthorsHBR Analytic ServicesCopyright PermissionsAccessibilityDigital AccessibilityManage My AccountMy LibraryTopic FeedsOrdersAccount SettingsEmail PreferencesHelp CenterContact Customer ServiceFollow HBRFacebookX Corp.LinkedInInstagramYour NewsreaderHarvard Business Review LogoAbout UsCareersPrivacy PolicyCookie PolicyCopyright InformationTrademark PolicyTerms of UseHarvard Business Publishing:Higher EducationCorporate LearningHarvard Business ReviewHarvard Business SchoolCopyright ©2026 Harvard Business School Publishing. All rights reserved. Harvard Business Publishing is an affiliate of Harvard Business School.

Leaders Feel Their Agency Eroding—and They’re Starting to Withdraw by Merete Wedell-WedellsborgMarch 23, 2026Oleg Opryshko/Getty Images

A leader’s experience, as described by Merete Wedell-Wedellsborg, a professor at IMD Business School, reveals a growing disquiet amongst senior leadership figures – a sense of diminishing agency accompanied by a tangible desire to withdraw from demanding roles. This sentiment, exemplified by a leader’s statement, “I am done. I feel like staying in bed until the next holiday,” highlights a profound shift in perspective, particularly concerning the need to provide consistent leadership during times of heightened pressure. The leader’s apprehension extends beyond mere fatigue; it signifies a conscious rejection of a role he feels compelled to occupy, particularly noted for its critical importance in maintaining a positive example for others.

The core of Wedell-Wedellsborg’s analysis centers on the erosion of leadership agency – a situation she posits is increasingly prevalent within the current organizational landscape. This decline in felt agency doesn’t necessarily stem from a lack of ability or expertise, but rather a fundamental shift in the nature of leadership itself. The relentless demands of modern leadership, characterized by constant crises, high expectations, and a pervasive sense of urgency, contribute to a feeling of being overwhelmed and, consequently, powerless. The pressure to perpetually respond, to be “always on,” can severely diminish an individual’s sense of control and autonomy, leading to a desire to disengage.

The individual cited in the article’s introduction isn’t alone in this experience. The leader's reaction – a wish to retreat and avoid responsibility – underscores a broader trend observed by Wedell-Wedellsborg and other researchers. This withdrawal isn’t simply a matter of burnout, although that certainly plays a role. It’s a more complex response rooted in the feeling of having no genuine influence or impact. When leaders perceive that their decisions are constantly overridden, or that their actions are dictated by external forces, their sense of agency—their belief in their own ability to shape the situation—is severely undermined. This perceived lack of control triggers a defensive response, leading individuals to disengage from the very roles they were entrusted with.

Furthermore, the leader’s recognition that his example is needed more than ever amplifies the personal cost of this withdrawal. The expectation that leaders should embody resilience, determination, and a proactive approach to challenges becomes a source of acute distress when the leader himself is struggling to maintain a sense of agency. This creates a difficult paradox – the urgent need to maintain a strong, visible leadership presence clashes with the instinctive desire to retreat from the perceived demands and uncertainties. This dynamic further compounds the feelings of isolation and inadequacy, fueling the desire to disengage. The article implicitly suggests that leaders must acknowledge and address these underlying psychological factors—the erosion of agency—to prevent widespread disengagement within leadership teams and to effectively drive organizational performance.