Abstract: A troubling pattern is emerging across organizations: high-performing employees increasingly decline leadership opportunities not from lack of capability, but from calculated assessment of unsustainable role demands. This phenomenon represents a structural failure in how organizations design, support, and incentivize leadership positions. Drawing on organizational behavior research, leadership studies, and workforce analytics, this article examines five core drivers of leadership avoidance—chronic burnout normalization, political navigation requirements, autonomy-responsibility misalignment, inadequate compensation structures, and the compliance-courage paradox. Evidence suggests that without fundamental redesign of leadership value propositions, organizations face depleted succession pipelines and diminished competitive capacity. The article presents research-backed interventions across sustainable role design, outcome-based reward systems, decision rights restoration, equitable incentive models, and stewardship-centered leadership cultures. Organizations that reframe leadership from status hierarchy to meaningful impact creation can re-engage talent and build resilient leadership ecosystems for long-term effectiveness.

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