South Africa is entering what I call leadership blackout, a slow but glaring depletion of the leadership pipeline that many organizations have not yet fully acknowledged.
What makes this moment so unusual is that the cause of this crisis is not a lack of talent. It is driven by lack of desire.
Those who should be stepping into leadership roles are increasingly choosing not to do so, and the reasons behind that choice reflect profound changes in the way we understand work, ambition and well-being.
as per latest ManpowerGroup Human Age Trends ReportCompanies around the world are facing the same pattern: Young employees are not inspired by the leadership roles they see around them.
In South Africa, where economic pressures, workplace fatigue and structural inequality already shape the labor market, this reluctance is even more pronounced. The leadership pipeline is not empty; It is opting out.
A new psychology of ambition
For decades, leadership was considered the natural next step for high performers. It was a reward for hard work, a marker of progress, a sign that you were “moving forward.” But for many Millennials and Gen Z professionals, that story is no longer relevant.
They are not rejecting evolution; They are rejecting the version of leadership they see in front of them. There often seems to be a trade-off between career advancement and personal well-being.
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This change is taking place in a labor market defined by instability. The latest Stats SA figures show that youth unemployment stands at 43.8%, and 3.7 million South Africans are now classified as discouraged work seekers.
When your economic reality is shaped by uncertainty, stepping into a role that appears to offer more stress than security feels like a risk, not a reward. As I often tell clients,
Leadership has not lost its importance; It has lost its appeal.
A leadership model that is no longer appropriate for these times
The traditional leadership contract – long hours, constant availability, emotional labor and limited support – was built for a different era. It assumed stability, predictability and a clear hierarchy.
Today's workplace offers none of these things. Instead, leaders are expected to navigate economic instability, rapid technological change, hybrid teams, and rising employee expectations, often without the training or support to do so.
Youth activists see this clearly. They value autonomy, flexibility, and meaningful work, and they are not convinced that leadership, as it currently exists, provides any of these things.
They want influence, not power. They want influence, not title. And they want careers that give them a chance to grow, not just survive.
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The counseling ladder has collapsed
One of the most shocking insights from the Human Age report is that 57% of workers globally have never had a mentor.
In South Africa, where access to senior leaders is often limited due to organizational structure, geography or inequality, the gap is even wider. Mentorship is the mechanism through which leadership potential is identified, nurtured and transferred, and without it, the path to leadership becomes opaque.
This is how leadership darkness begins: The deep institutional knowledge that senior leaders possess is increasingly leaving organizations as they retire or move to more flexible work arrangements, while the people who should step up to take their place are hesitant.
The systems that once linked one generation of leaders to the next have weakened to such an extent that the transfer of knowledge is no longer guaranteed. When the experience surpasses the replacement, the lights dim until the difference becomes impossible to ignore.
The gig economy is redefining career paths
The Human Edge report highlights the rapid rise of gig and portfolio careers globally, stating that 27% of Gen Z workers supplement their income with gig or part-time work.
This trend is even more pronounced in South Africa. According to the Student Village/Flux Trends Gen Z Economy Report (2025), 45% of Gen Z employees take side gigs or short-term projects not only to earn extra income in a challenging economy, but also to develop skills, diversify their experience, and maintain a sense of autonomy.
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This gap between the global average and the South African reality tells an important story: young South Africans are pursuing portfolio careers at almost double the global rate.
In a labor market where youth unemployment remains above 43%, gig work is not a trend; It is a survival strategy. And while gig work offers more flexibility and control than traditional corporate routes, leadership roles must compete with an entirely different value proposition.
What should South African businesses do now
If organizations want people to choose leadership again, they need to rethink the role from the grassroots up. This starts with redesigning leadership for modern work, moving away from the command and control model toward coaching, collaboration, and shared decision making.
It also means reframing mentorship as a core organizational practice. The Human Edge report makes it clear that mentorship is no longer a “nice to have”; This is the backbone of succession.
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Businesses should open pathways to leadership beyond degrees. The report shows that the gap between degree and non-degree holders is the lowest in 30 years.
Succession decisions should be based on capability, not ability. And if leadership roles are to compete with the gig economy, they must provide autonomy, flexibility, and project-based opportunities not just inside the organization, but outside it.
Ultimately, well-being must become a leadership capability. A sustainable leadership model is one that people will actually choose.
A new leadership contract
There is no shortage of leaders in South Africa. People are dying out of their desire to become leaders.
The future belongs to companies that create a new leadership engagement that is flexible, human-centred, skills-based and truly ambitious.
As I often say, “If we want the next generation to lead, we have to give them something to lead with.”