Ambitious Employees, Underprepared Managers: The Talent Development Gap Organizations Can’t Ignore

By AMA Staff

Employees want to grow and contribute more meaningfully at work. But new research from American Management Association suggests many organizations are not providing the development opportunities employees need to succeed.

AMA’s 2026 Talent Development Study, featured in the Whitepaper Ambitious Employees. Underprepared Managers. A Growing Organizational Risk., surveyed more than 1,000 professionals worldwide and examined talent development, leadership readiness, manager support and workplace learning culture. The research reveals a clear paradox: Employees are motivated and optimistic, but many managers are not fully equipped to turn that motivation into stronger performance.

Employees Are Motivated to Grow

The research challenges the idea that employees are disengaged from their own development. In fact, 87% of respondents said they feel somewhat to very confident about their future advancement opportunities. Employees also identified growth opportunities, work-life balance and developing new skills as key professional priorities.

That motivation is a major organizational advantage. But when employees do not receive meaningful development or opportunities to apply new skills, ambition can quickly become frustration.

Manager Support Is Falling Short

Managers play a critical role in employee growth, yet many employees say they are not getting the support they need. Only 27% of respondents described their managers as highly effective, while 66% reported not receiving frequent support.

Employees said manager effectiveness would improve most through clearer communication, stronger decision making, more consistent feedback and coaching, greater empathy and better ability to navigate change and ambiguity.

This matters because managers are no longer just task supervisors. They are expected to coach, communicate priorities, develop talent, guide performance and support teams through change.

Many Managers Are Underprepared

One of the study’s most important findings is that 51% of respondents said they were promoted into people management without formal leadership training.

This creates a common organizational risk: the "accidental manager." High-performing individual contributors may be promoted into leadership roles without the communication, coaching, feedback and performance management skills needed to lead others effectively.

When managers are underprepared, organizations risk weaker engagement and a less reliable leadership pipeline.

The Most Urgent Skills Are Human Skills

The study found that the most significant skill gaps are not only technical. Respondents pointed to communication, leadership, decision making, collaboration, critical thinking, prioritization and navigating ambiguity as essential capabilities for today’s workplace.

As AI, automation and workplace complexity continue to reshape how work gets done, these human capabilities are becoming even more important. They influence culture, performance, innovation, customer relationships and organizational adaptability.

Learning Must Be Reinforced at Work

Formal training remains valuable, but development is most effective when it is reinforced through daily work. Coaching, feedback, stretch assignments, peer learning and real-time practice help employees apply and retain new skills.

Yet only 30% of respondents reported having enough opportunities to develop new skills. Common barriers included lack of time, limited manager support, competing priorities and learning that is not sufficiently integrated into the flow of work.

Organizations that embed learning into daily routines are better positioned to build capability, strengthen engagement and improve performance over time.

Employees are ready to grow. Is your organization ready to support them?

Download AMA’s complimentary whitepaper, Ambitious Employees. Underprepared Managers. A Growing Organizational Risk., to explore the full findings and learn how to strengthen manager effectiveness, employee development and organizational performance.

Download the Whitepaper

Frequently Asked Questions

What is AMA’s 2026 Talent Development Study?

AMA’s 2026 Talent Development Study examines employee and manager perspectives on talent development, leadership preparedness, workplace performance support and learning culture. It is based on responses from more than 1,000 professionals worldwide.

What is the biggest takeaway?

Employees are motivated to grow, but many organizations are not fully supporting that motivation through effective manager development, coaching and workplace learning systems.

Why are managers central to employee development?

Managers shape how employees receive feedback, understand expectations, apply new skills and experience development at work. Strong managers help turn employee potential into performance.

What is an "accidental manager"?

An accidental manager is someone promoted into a people leadership role without sufficient leadership preparation or formal management training.

What skills should organizations prioritize?

Organizations should prioritize communication, leadership, decision making, collaboration, critical thinking, coaching, prioritization and navigating ambiguity.

How can organizations close the talent development gap?

Organizations can prepare managers earlier, reinforce learning through daily work, create more opportunities for skill development and treat human capabilities as business-critical skills.