Leaders Seek Team Input but Fear Impact on Their Authority

A recent survey conducted by the Harris Poll on behalf of Turas Leadership Consulting reveals a significant gap between what senior leaders desire from their teams and their willingness to seek out that input. The survey, which included responses from 317 business leaders in the United States, indicates that 63% of senior leaders would be more inclined to request team input for major decisions if they did not fear it would undermine their authority.

The findings also highlight a pronounced gender divide in this reluctance. Male leaders, at 71%, are notably more concerned about the repercussions of soliciting input than their female counterparts, only 46% of whom express similar concerns. This disparity raises questions about the dynamics of leadership and communication within organizations, suggesting that psychological safety may be deteriorating, particularly among those at the top.

Emily Scherberth, Founder and CEO of Turas Leadership Consulting, remarked, “This data suggests that psychological safety may be breaking down at the leadership level first. When leaders don’t feel safe enough to model vulnerability, openness, curiosity, and shared decision-making, those behaviors may not take root anywhere else.”

Understanding the Disconnect

The survey results align with broader workforce trends. According to a 2024 study, 63% of Gen Z employees and 52% of Millennials reported feeling uncomfortable expressing their opinions at work. This lack of confidence in voicing dissent or providing constructive feedback underscores a critical disconnect between leadership intentions and employee experiences. Additionally, a survey of 21,000 employees found that only 27% believe their leaders consistently encourage and recognize suggestions for improvement.

These statistics reveal a deeper issue within organizations. While leaders express a strong belief in collaboration and challenge, many lack the psychological safety necessary to initiate these practices. This situation creates a paradox where both leaders and employees feel constrained in their ability to communicate openly.

Research from the Harvard Business Review further corroborates these findings, indicating that middle managers often feel less psychologically secure than the employees they oversee. This dynamic suggests that the safety leaders create for their teams is not reciprocated at the leadership level.

Addressing Leadership Development

The pressures on leaders are mounting. A separate study indicated that 80% of leaders feel increased pressure to ensure their organizations’ long-term success. Furthermore, 71% of C-suite leaders have considered leaving their positions to safeguard their mental well-being. These challenges highlight the need for leaders to embody modern leadership qualities—such as openness, vulnerability, and collaboration—while navigating an exceptionally volatile business landscape.

Scherberth emphasizes that the issue is not merely one of skill or will, but rather how organizations approach leadership development in the face of complexity and uncertainty. “We can’t just teach leaders what to do; we also need to help them build the inner capacity to do it sustainably, under increasingly difficult circumstances, when it matters most,” she stated.

Turas Leadership advocates for a reimagining of leadership development, focusing on enhancing leaders’ capacities to confront their own authority models and deepen their self-awareness. By doing so, leaders can create an environment conducive to transformation throughout the organization.

For those interested in assessing their leadership capacity, Turas Leadership offers a Leadership Capacity Assessment. A comprehensive analysis of this research is available in their white paper, titled “The Leadership Paradox.”

The data from the Harris Poll/Turas survey, conducted from January 12 to 16, 2026, has a sampling precision of +/- 5.4 percentage points at a 95% confidence level, providing a robust insight into the current state of leadership dynamics.

In summary, the survey findings highlight the urgent need for organizations to foster psychological safety at all levels of leadership, ensuring that leaders can confidently seek input and create a more engaged and productive workplace culture.