Why today’s corporate executives are packing up and quitting
Senior executives across the United States are reevaluating their career paths amid a climate of job market uncertainty and significant workplace transformation, according to new research from TopResume. Leadership roles, once synonymous with stability and status, now come with changing expectations as organizations adapt in real time.
Nearly two-fifths of C-suite leaders (38%) have frequently considered leaving their roles in the past year, while 19% say they think about it very often, according to recent industry data. Another 27% have considered a move occasionally.
“There’s a growing awareness among executives that the current landscape demands more flexibility and personal reflection,” said Amanda Augustine, a career consultant and executive coach with TopResume.
More than a third (34%) of surveyed leaders are actively networking and applying for new positions, and half remain open to opportunities as they emerge. Just 11% said they are not searching at all.
Augustine noted that “compensation isn’t always the driving force” for executives seeking to leave. A desire for better work-life balance was cited by 32% of respondents, followed by limited growth opportunities (28%) and burnout or stress (25%).
Augustine said generational trends amplify these priorities: “As millennials advance into leadership, we expect their emphasis on balance and fulfillment to reshape C-suite culture.”
Gender differences persist, with men more likely to report limited progression as a motivator (31% versus 20% of women), and women more likely to cite burnout or stress (29% versus 23% of men).
Despite shifting priorities, compensation structures remain potent retention tools, according to Augustine. Nearly 37% of executives cited bonuses, equity or pensions as their main reason for staying, while another 37% said these incentives were important but not exclusive.
Other factors include perks related to work-life balance (39%), loyalty to the company (38%) and professional networks (35%). Contractual barriers, including confidentiality clauses (25%), golden handcuffs (24%), and clawback provisions (20%), further complicate leaders’ ability to move. Augustine estimated that most executives expect a job search to take three to six months, with 9% anticipating a search of more than a year.
Augustine emphasized the importance of networking, explaining that “the majority of executive jobs aren’t posted publicly.” Only 24% of leaders believe more than half of executive roles are advertised, while 21% say fewer than 10% are listed. About 30% found their most recent role via personal or professional connections, and 55% expect networking to be essential for future opportunities.
Organizations Flatten Structures, Reshaping Managerial Roles
Organizations across sectors are “quietly rewriting the role of manager,” according to a recent Gallup article. Large employers, particularly in technology, are eliminating layers of middle management and expanding team sizes to accelerate decision-making and reduce costs.
Amazon has publicly discussed cutting management roles to lower expenses and streamline oversight. Gallup data show the average number of people reporting to managers increased from 10.9 in 2024 to 12.1 in 2025 — a nearly 50% rise in team size since 2013. The Bureau of Labor Statistics reports roughly one manager for every 11.5 employees nationwide.
Gallup found a two-percentage-point increase in teams with 25 or more staff in the past year, reflecting consolidation of middle management. Despite rising averages, the median team size remains about five to six employees per manager. Gallup data indicate 37% of managers oversee fewer than five people, 66% manage fewer than 10, 22% have 10 to 24 reports, and just 13% lead 25 or more.
Experts say that expanding the “span of control” does more than change reporting lines; it redefines effective leadership. Gallup’s 2020 meta-analysis of 200,000 manager-led teams found that a manager’s innate tendencies strongly shape how team size impacts engagement.
Augustine explained, “Leaders today must deliver results with fewer resources and greater responsibility, which can intensify stress and burnout.”
For mid-level managers, strategic action is key. Augustine advises, “Take on additional leadership responsibilities, mentor others, and clearly communicate your ambitions to stand out in a skill-based hiring environment.” Networking and visibility are critical, especially as more senior leaders exit high-pressure roles.
As organizations flatten hierarchies and redefine management, executives and managers must adapt to a changing job market. Personal fulfillment and work-life balance now rival compensation as top priorities, according to Augustine. Gender and generational trends are shifting leadership culture, and experts urge leaders to clarify priorities and build relationships to stay resilient in the evolving workplace.
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Ella Rae Greene, Editor In Chief
