The overworked leader: Why doing it all is not sustainable

In the pursuit of success, leaders often find themselves trapped in a cycle of exhaustion. Long hours, constant decision-making, and the pressure to perform can turn even the most capable executives into overworked, stressed individuals.

Today, leaders are expected to be everywhere at once - responding to emails, making strategic decisions, managing teams, and ensuring that daily operations run smoothly. The pressures of leadership have intensified with the rise of globalisation, digital transformation, and an always-on culture, and many leaders feel an unspoken obligation to always remain available.

But despite the prevailing myth that working longer hours translates to greater productivity, research suggests otherwise. Chronic overwork results in mental fatigue, poor judgment, and reduced capacity for innovation. Leaders who push themselves beyond their limits often find that their ability to inspire, problem-solve, and drive their organisations forward suffers.

When exhaustion sets in, mistakes become more frequent, and the clarity needed for sound decision-making erodes.  Yet, in their attempt to maintain control, many leaders fail to recognise the tool that could save them from burnout: delegation.

The fear behind letting go

One of the primary reasons leaders avoid delegation is the fear of losing control. Many believe that if they do not oversee every detail, the quality of work will suffer, deadlines will be missed, and standards will decline. This sense of responsibility, though admirable, can quickly become counterproductive - the inability to let go results in bottlenecks, delays, and an overworked leader who struggles to focus on higher-level priorities.

Perfectionism also plays a significant role in a leader’s hesitation to delegate. Those who have climbed the ranks based on their expertise and precision often find it difficult to trust others to meet their standards. They worry that no one else will approach the work with the same level of dedication and thoroughness. This mindset, however, ignores the fact that team members can grow and excel when given the opportunity to take ownership of tasks.

Trust, or rather the lack of it, is another major barrier. Leaders who have been burned in the past by missed expectations or poor work may develop a belief that it is simply easier to do things themselves. Building trust in a team takes time, and without it, delegation feels like a risky proposition. However, withholding responsibilities only prevents employees from developing the skills and confidence necessary to meet those expectations in the future.

The irony of avoiding delegation is that it ultimately undermines the very goals a leader is trying to achieve - without trusting others to share the workload, leaders limit their own capacity for strategic thinking and innovation. The best leaders recognise that their role is not to be the busiest person in the room but to create an environment where their team thrives. Letting go is not a weakness. It is the mark of a leader who understands the power of collaboration and trust.

Delegate to elevate

One of the primary benefits of delegation is that it allows for better time management.

But delegation is not just about offloading work – it’s an opportunity to empower employees. By entrusting team members with responsibilities, leaders provide them with valuable learning experiences that build confidence and skills. This process helps employees grow professionally, preparing them for future leadership roles. And ultimately, a workforce that feels trusted and valued is more motivated and engaged, which contributes to a positive company culture.

Effective delegation also allows to leverage the diverse skills and perspectives of employees. When tasks are assigned to individuals who have specific expertise, the quality of decision-making improves. Additionally, employees who take ownership of projects are more likely to contribute innovative ideas and solutions, driving business growth and adaptability, as well as teamwork and collaboration. 

When employees are given the autonomy to handle responsibilities, they develop problem-solving skills and a sense of accountability. This, in turn, strengthens the team dynamic and encourages a cooperative work environment. A well-functioning team that communicates effectively and works together seamlessly is essential for long-term organisational success.

Busyness doesn’t equate to effectiveness

Research consistently debunks the myth of the perpetually working leader as the most effective one. Studies show that excessive work hours lead to cognitive fatigue, impaired decision-making, and decreased creativity - qualities that are essential for visionary leadership. A perpetually exhausted executive is less capable of fostering innovation, managing crises, and maintaining the long-term vision necessary for sustainable growth.

Beyond the personal toll, overworked leaders set a damaging precedent for their organisations. When executives demonstrate an expectation of constant availability, it trickles down the corporate hierarchy, cultivating a culture where employees feel pressure to mirror the same exhausting habits. This not only fuels widespread burnout but also leads to higher turnover rates, disengaged employees, and an erosion of morale.

Constant busyness is not synonymous with success. True leadership is measured not by exhaustion, but by the ability to think strategically, inspire teams, and cultivate a workplace that values both productivity and well-being. A rested, focused leader is far more capable of driving long-term success than one who is constantly stretched.

At Acumen we’re dedicated to equipping leaders with the practical tools to tackle real-life challenges. Our comprehensive range of training and development programs, including customised interventions and off-the-shelf courses, help organisations foster a culture of respect and empower their employees.

To learn more about our programs and how they can benefit your organisation, please contact Simon at simon@askacumen.com.