Research reference
Leadership pipeline and workplace engagement statistics
A concise collection of sourced figures on leadership readiness, internal promotion, team connection, and employee engagement.
Last updated September 15, 2026. Each statistic links to its original source and includes the source year.
What these numbers make clear
Leadership challenges are rarely isolated to one conversation or one role. Succession readiness, team connection, manager capacity, and engagement reinforce one another. These figures provide a grounded starting point for leaders, writers, and organizations discussing that work.
They are presented as reported by the original research organizations. The figures describe the populations and years named in each source, and should not be generalized beyond them.
Citable figures
Leadership and engagement at a glance
- 0120%
of HR leaders say they have leaders ready to fill their most critical roles.
Leadership readiness is a concrete succession risk, not simply a development ambition. This figure comes from DDI's Global Leadership Forecast 2025.
DDI, Global Leadership Forecast 2025, reported in its 2025 succession planning analysis (2025) ↗ - 0275%
of organizations prioritize internal promotion over external hiring.
Organizations prefer to promote from within, yet the same research shows that leadership readiness often does not keep pace with that preference.
DDI, Global Leadership Forecast 2025, reported in its 2025 succession planning analysis (2025) ↗ - 0349%
of critical positions can be filled immediately by internal candidates, on average.
The gap between internal-promotion intent and immediate bench strength is where leadership development has to become more deliberate.
DDI, Global Leadership Forecast 2025, reported in its 2025 succession planning analysis (2025) ↗ - 042.5x
more likely to be prepared to foster connection and inclusion among employees.
DDI found this among leaders who manage hybrid and remote teams, underscoring that connection requires intentional leadership rather than physical proximity alone.
DDI, Global Leadership Forecast 2025, leadership trends analysis (2025) ↗ - 053x
more likely to report high engagement when working in remote or hybrid teams.
In the same DDI research, leaders in remote or hybrid settings were also two times less likely to intend to leave within a year than in-person counterparts.
DDI, Global Leadership Forecast 2025, leadership trends analysis (2025) ↗ - 0631%
of employees in the United States and Canada were engaged at work.
Gallup reported this regional figure in its 2023 global workplace coverage. Engagement describes involvement and enthusiasm for work, not simple job satisfaction.
Gallup, Globally, Employees Are More Engaged, and More Stressed (2023) ↗ - 0759%
of employees worldwide were described by Gallup as not engaged, or 'quiet quitting.'
This is a global measure from Gallup's 2023 workplace reporting. It points to the leadership challenge of making expectations, contribution, and growth feel meaningful.
Gallup, Globally, Employees Are More Engaged, and More Stressed (2023) ↗ - 0818%
of employees worldwide were actively disengaged at work.
Gallup reported this global figure alongside its 2023 engagement findings. It is a useful reminder that leadership conditions affect both performance and retention risk.
Gallup, Globally, Employees Are More Engaged, and More Stressed (2023) ↗
Method and sources
How to use this reference
This page brings together published workplace research from Gallup and DDI. It does not calculate, combine, or estimate new figures. Each item retains its original source, year, and scope so readers can check the underlying research before quoting it.
For a specific statistic, link directly to its numbered entry above. The anchors on this page are intended to remain stable as the reference is refreshed.
Suggested citation
Transformational Excellence LLC. Leadership Pipeline and Workplace Engagement Statistics. Updated September 15, 2026. https://transformationalexcellence.com/leadership-statistics/
Turning a leadership signal into a practical next step
Data can clarify where attention is needed. The real work is helping leaders turn that insight into clearer expectations, stronger relationships, and better decisions under pressure.