In today’s fast-moving business environment, the pressure on executive leaders has never been higher. The latest global survey from Page Executive, speaking to over 4,500 executives across the UK, Europe, the Americas, and beyond, reveals a striking truth: executives are feeling increasingly dissatisfied with their roles.
Almost half of global executives (46%) plan to leave their current company within the next five years – highlighting a significant portion of leadership that may be considering change. This offers organisations an opportunity to reflect on how they engage and support their executives.
For the UK, the picture is slightly brighter but still concerning, with 32% of executives considering leaving their roles — 14% lower than the global average. This suggests that while UK leaders may feel somewhat more satisfied than their global peers, many are still reassessing what they want from their careers.
Leadership Expectations in the UK
Compared with the global cohort, UK executives place greater emphasis on professional development, work–life balance, and alignment with company purpose rather than purely financial incentives. This points to a shift toward more values-driven leadership expectations in the UK, where retention depends less on pay and more on personal growth, flexibility, and meaningful engagement.
This research from Page Executive highlights four core priorities for businesses seeking to retain and engage senior executives:
- Prioritise meaningful work and recognition – ensuring leaders feel valued and can see the impact of their contributions.
- Embed flexibility – offering autonomy in work arrangements, workloads, and benefits to reflect individual priorities.
- Invest in essential benefits – including private healthcare, retirement plans, and other personalised perks that matter most to leaders.
- Develop leadership through soft-skill mastery – providing coaching, mentoring, and development opportunities that enhance emotional intelligence, strategic thinking, and problem-solving.
These four priorities provide a practical roadmap for organisations to evolve their executive value proposition, aligning roles with leaders’ changing expectations and setting the stage for deeper engagement, loyalty, and performance.
Job satisfaction and financial reward drive executives’ decisions
At the heart of executive mobility are two dominant drivers: dissatisfaction with the role itself, and financial reward. Globally, 82% of executives considering a move cite job dissatisfaction as their primary reason, while 67% point to salary. In the UK, these figures rise slightly to 83% and 68%.
However, satisfaction levels differ significantly by region. North American executives report the highest pay satisfaction (74%), followed by the UK (68%), while Latin America (51%), Continental Europe (48%), Asia Pacific (43%), Africa (40%), and the Middle East (38%) report lower levels. These regional variations reflect differing economic realities, reward structures, and leadership cultures — suggesting that what drives engagement in one market may not hold the same weight in another.
Yet financial considerations tell only part of the story. Increasingly, leaders are evaluating their careers in broader terms: nearly half of UK executives (48%) are prioritising professional development, 42% aim to enhance their organisation’s profitability, 41% want more time for personal pursuits, 21% are exploring portfolio careers involving non-executive or advisory roles, and 13% are planning for retirement.
For businesses, this suggests that retaining senior talent is about more than salary. Leaders are drawn to roles that feel meaningful, provide growth opportunities, and allow their efforts to connect to organisational impact. Organisations that encourage open dialogue about career aspirations, provide visible pathways for development, and align executive goals with broader mission objectives can engage leaders more effectively and build stronger loyalty over time.
Flexibility takes top spot for executives
In a competitive talent market, flexibility is no longer an operational afterthought. The survey also highlights the rising importance of flexibility. Executives with the ability to work remotely at least two days a week report satisfaction levels 15% higher than those without. Flexibility is about more than location; it reflects autonomy, trust, and recognition of individual needs.
Flexibility now encompasses not only hybrid working, but also the ability to customise workloads and benefits to match personal priorities. For example, some leaders value enhanced healthcare and retirement plans, while others prioritise international mobility or additional wellbeing support. These adaptable approaches help leaders feel seen as individuals, not just roles within a structure.
Customisable benefits packages covering healthcare, retirement, and other perks have also emerged as important differentiators. Leaders value the ability to shape offerings to suit their priorities, life stage, and personal goals. Organisations that clearly define and communicate their approach to flexibility are better positioned to attract and retain senior executive talent.
Businesses that embed flexibility as part of their leadership value proposition signal trust, modernity, and respect for autonomy. Those with well-articulated flexibility strategies can better support performance, engage leaders, and remain competitive in an evolving market. In essence, flexibility has become a key marker of organisational culture — one that signals empathy, respect, and progressive thinking.
Purpose and impact define modern leadership
Perhaps the most significant shift revealed by the survey is how executives now define success. Traditional markers – titles, promotions, and compensation – remain relevant, but leaders are increasingly focused on purpose and the wider impact of their work. Nearly half of UK executives (48%) prioritise professional development, and a growing number are seeking opportunities that allow them to contribute to something meaningful beyond financial performance.
This evolution reflects a deeper realignment of leadership identity. Modern executives want to lead with authenticity and purpose, choosing organisations that demonstrate clear values — whether through sustainability, innovation, or inclusion. Rather than seeking external recognition, today’s leaders are motivated by alignment: when personal purpose and organisational mission intersect, engagement and loyalty strengthen. Businesses that help leaders connect their work to real-world impact will be better positioned to retain, inspire, and empower their top talent.
Skills such as emotional intelligence, strategic thinking, and problem-solving are now as essential to effective leadership, helping executives navigate complexity while inspiring and developing their teams. Organisations that invest in coaching, mentoring, and leadership development create environments where leaders can grow in alignment with their values, deepening engagement and amplifying organisational impact.
Supporting executives in this way requires a listening-led approach. Retention is less about holding leaders in place and more about helping them thrive. Businesses that regularly engage leaders in conversations about what motivates them, tailor recognition to individual priorities, and provide continuous development opportunities will create a more human and sustainable leadership model.
Nurturing Leadership
Competition for executive talent is intensifying, and traditional incentives like pay and titles are no longer sufficient to ensure loyalty. Leaders increasingly seek environments that support growth, balance professional and personal priorities, and provide a clear sense of purpose.
Businesses that want to retain and attract senior executive talent should focus on empowerment – offering clarity, flexibility, and development opportunities. Embedding these priorities into leadership strategies can transform retention from reactive to proactive — building loyalty through trust, visibility, and purpose. Those that do so are more likely to engage leaders, support performance, and reduce attrition.
Executive satisfaction now hinges on purpose, trust, recognition, and the freedom to integrate professional and personal goals. Organisations that listen, evolve, and create meaningful leadership experiences will retain, inspire, and energise their teams, helping leaders not only stay, but thrive. As expectations continue to shift, the message is clear: leadership must be nurtured, not assumed. Businesses that lead with purpose will not only stand the best chance of retaining executives — they will empower them to drive lasting success.
Jonathan has more than 25 years recruitment and senior management experience gained both in the UK and Internationally.
He is a Generalist recruiter with an in-depth understanding of recruiting across board level positions, Non-Executive roles as well as within several key functions including; Marketing, Sales and Human Resources.
Having recruited for a broad range of clients, from global corporates to local SME organisations, his experience is varied and his focus is on delivery from both a client and candidate perspective.
From 2010 to 2014 Jonathan headed up the UK HR practice, and in 2014 he became the Managing Director for Page Executive in the UK.
