The Spillover Effect: How Tactical Work Is Derailing Strategic Leadership

What 71% of Leaders Have in Common

There is a growing shift in how leadership work happens inside organizations. It doesn't directly show up in turnover numbers or engagement scores, but it becomes clear when you look closely at how leaders spend their time.

New research from AMA's Whitepaper, Leadership Development in a Transforming Workplace, reveals that 71% of leaders regularly perform work that falls outside their formal role. And nearly 60% say these additional responsibilities limit their ability to focus on strategic priorities. The work that requires a leader, like direction setting and developing people, is at risk of getting pushed to tomorrow.

For many organizations, this reflects an evolving workplace where leaders are asked to balance strategic thinking with the day-to-day demands of execution. While that reality can stretch leaders thin, it also highlights an important opportunity: to rethink how organizations structure roles, support leaders, and develop the capabilities needed for modern leadership.

The Job Has Changed. Leadership Training Must Keep Pace.

AMA President and CEO Manny Avramidis sees this shift as a signal that leadership expectations have evolved faster than many organizational systems.

“We’re asking leaders to think strategically while also navigating increasingly complex operational demands,” says Avramidis. “The tension creates a powerful opportunity for organizations to rethink how they equip leaders with the development, tools, and support needed to focus on what matters most.”

At the same time, the nature of leadership itself is changing. Sixty-nine percent of leaders now spend the majority of their time influencing people who don't report to them: peers, cross-functional partners, and stakeholders with competing priorities. In today’s environment, authority alone isn’t enough. Effective leadership increasingly depends on the ability to communicate with clarity, align teams, and influence across the organization.

Less Than Half Feel Ready

Only 44% of leaders feel genuinely prepared for what their role now demands. That’s not a confidence problem, it’s a development problem. Organizations have expanded what leadership requires without expanding the support available to meet it.

The gap between what we ask of leaders and what we equip them to handle is widening. Closing it starts with reassessing what’s needed for the new work reality and understanding what capabilities are necessary for what’s ahead.

Frequently Asked Questions

What is the core problem this report identifies? Leaders are increasingly consumed by work that falls outside their role, limiting the capacity to think strategically and develop people on their teams.

Why does influence matter more than authority now? Organizations have become more matrixed and collaborative. Fewer outcomes depend on a single chain of command and more depend on leaders who can align people across functions to achieve shared goals.

What does the preparedness gap mean for businesses? When fewer than half of leaders feel equipped for the road ahead, your leadership pipeline can become compromised. The ability to drive performance through change and develop the next generation of talent depends on leaders who are ready.

What three skills does the report identify as most critical for leadership training? Communication and transparency, sound decision making under ambiguity, and emotional intelligence are critical for effective leaders.