Leadership turnover has reduced significantly, dropping from 43% to 19% year-on-year, the most significant shift in years. We bring you new research released today by LHHโs (part of the Adecco Group) in the 2026 View from the C-Suite report…
Lack of AI skills is identified as the number 1 executive skill gap, with confidence in implementation also falling by 11%.
LHH, the integrated professional talent solutions provider and global business unit of the Adecco Group, today releases its 2026 View from the C-Suite report. The report reveals a leadership landscape in transition, with C-suite turnover declining by 24% in one year, and internal pressures intensifying.
C-suite executive turnover is falling with positive impact, but better grasp of AI is needed
Executive turnover is reducing and stability at the top is improving, with 58% of later-careers executives, those 61 and over, reporting no plans to leave within the next three years, compared to just 11% last year.
But as stability improves, leaders are being challenged to take greater accountability for artificial intelligence (AI), and strengthen decision-making discipline. As many as 28% of leaders name a lack of strategic clarity as a leading constraint on their effectiveness.
Leadership stability
In recent years, rapid executive turnover has disrupted organisations. But now the trend is reversing. High-turnover leadership teams, or those experiencing more than 50% executive churn, have dropped from 43% in 2025 to 19% this year, marking a significant shift towards stability at the top.
Longer leadership tenures create a window for companies to deepen institutional knowledge, invest in AI capability-building both in tech and human skills, and develop next-generation executives, but only if organisations act deliberately. However, longer tenures are not easing the burden on leaders. Instead, stability is exposing deeper organisational challenges around strategic clarity, capability building and execution. As executive mobility slows, the spotlight is shifting inward, towards how effectively leadership teams operate, can make decisions and develop future talent.
Mind the leadership capability gap
AI has moved from a technical initiative to a core leadership responsibility. Digital and emerging technologies have risen seven places in executive rankings to become the number one perceived development gap. Today, nearly half (49%) of leaders cite AI as a top priority for development.
Yet confidence is lagging ambition. While expectations around AI accountability are growing, many leaders report declining confidence in their ability to implement and govern AI effectively. This gap between intent and execution is emerging as a measurable leadership risk for organisations navigating rapid technological change.
The succession challenge
Longer executive tenures are reshaping succession dynamics. Nearly six in ten (58%) later career executives report no plans to leave within the next three years, compared with just 11% last year.
While continuity brings experience and institutional knowledge, it also increases the urgency for deliberate next generation leadership development. Without proactive succession planning, stability at the top risks becoming a bottleneck further down the organisation.
Clinton Thomas, VP Practice Lead, ICEO at LHH, said: โLeadership continuity is returning, and that is good news. But continuity is only an advantage if organisations use it intentionally. If development pathways are not built now, stability at the top becomes a bottleneck at every level below.โ
โFor the second year running, leaders cite a lack of strategic clarity and ineffective decision-making as the biggest barriers to performance. When clarity is missing, decisions slow, execution falters and change stalls. Closing this gap is now a critical differentiator.โ
๐ The full LHH 2026 View from the C-Suite report.
About LHH – creating a beautiful working world
LHH empowers professionals and organisations to achieve bold ambitions and secure lasting impact through unique advisory services and professional talent solutions.
LHHโs full suite of offerings connects solutions, making LHH a single talent partner for organisations. In a rapidly evolving landscape with complex challenges, we create value across the entire professional talent journey. From advising organisational change, to hiring great people, developing skills and nurturing leaders, to advancing individuals to the next stage of their careers, LHH makes talent a competitive edge.
We believe the future of work lies at the intersection of exceptional human care and innovation. Powered by science, technology, and proprietary data analytics, LHHโs approach is crafted to align with business strategies and cultures, delivering powerful, sustainable, and measurable impact.
LHH has a team of over 12,000 professionals, across 60+ countries and more than 50 years of experience. As part of the Adecco Group, we bring together global excellence, local knowledge and centralized coordination for thousands of companies and millions of people worldwide.
