The Rising Challenge of Burnout Among Senior Leadership Roles

We often see our senior leadership as people who “have arrived.” They have reached the top of success, proven themselves by overcoming challenges at lower levels of leadership, and learned how to handle any obstacle. However, evidence shows that burnout and impostor syndrome are common in both the for-profit and non-profit sectors. Data also indicates that the rates of these issues have increased in recent years.

• 71% of CEOs report experiencing burnout at least occasionally.

• 52% of CEOs often experience burnout.

• 7% of CEOs face burnout daily.

• 95% of non-profit leaders frequently experience burnout due to resource constraints, mission-driven workloads, and lean staffing.

Research also indicates that the higher a leader climbs in an organization's hierarchy, the more likely they are to experience imposter syndrome. Senior positions increase visibility, isolation, and pressure, turning competence into an ongoing challenge. Add this to the constant ambiguity of modern leadership, and you have a crisis that is very real but often unseen by most people in the organization.

The descriptions of leaders across industries are telling.

For-profit example (Joel Gascoigne, Buffer co-founder/CEO): 

After years of “always-on” growth, Gascoigne hit severe burnout in 2015–2016. He described feeling “knocked off balance,” with enthusiasm gone and leadership impossible. He took a 1.5-month leave, later institutionalizing mental health policies at Buffer to normalize vulnerability.

For-profit example (“John,” Canadian CEO): 

A high-achieving executive went from “on top of the world” in summer 2016 to absolute despair, anxiety, and physical symptoms within months due to unrelenting pressure. He emphasized the fear of admitting weakness at the top.

Nonprofit/association example (Angel B. Pérez, association CEO): 

In his second year as CEO, Pérez’s “batteries died” despite loving a purpose-driven role. Joy in work and life had faded; he appeared to be thriving externally but felt internally depleted. Recovery involved rediscovering boundaries and joy.

Nonprofit example (Joan Garry, former nonprofit CEO and coach): 

Garry recounts her own imposter feelings (“the new executive director was a fraud”) and how relentless expectations nearly caused a colleague’s breakdown, illustrating how leaders’ unaddressed burnout cascades to teams. She notes imposter syndrome hits hardest in mission-driven contexts where leaders feel they must be “best of breed” constantly.

Top Problems Leading to Burnout and Imposter Syndrome in Leadership

• Isolation and lack of peer support (loneliness at the top): Senior roles often limit candid conversations, which increases burnout and imposter feelings.

Solutions: Executive peer advisory groups (e.g., Vistage-style) or facilitated masterminds—leaders already invest in these for strategy and would pay more for mental-resilience cohorts.

• Inability to delegate and boundary-setting issues: Overworking (linked to imposter fears) results in 62.5-hour workweeks and less than 6 hours of sleep for many CEOs.

Solutions: Executive coaching focused on delegation, time audits, and “leader-as-coach” training; studies show coaching reduces self-doubt by up to 40% and builds resilience.

• Unaddressed self-doubt and mindset gaps (imposter syndrome leading to an overwork loop): 71% of CEOs are affected, yet stigma prevents them from seeking help.

Solutions: Specialized one-on-one executive coaching or workshops utilizing frameworks such as growth mindset and failure reframing; demand is clear for C-suite coaching. 

• Sustainable recovery infrastructure (preventing relapses): Burnout recurs without systemic change; over 50% of nonprofits cite staffing and burnout as mission blockers.

Solutions: Customized leadership wellness programs or organizational audits (e.g., sleep and self-valuation interventions proven in healthcare administration studies) plus board-level training on supporting leaders without stigma.

Conclusion

Burnout and impostor syndrome are not occasional setbacks for senior leaders—they are structural realities that quietly erode the very foundations of high-performing organizations. The data is unambiguous: from 71% of CEOs experiencing burnout (with 52% facing it often and 7% daily) to 95% of nonprofit executives reporting frequent exhaustion, these challenges intensify the higher one climbs. The personal testimonies of Joel Gascoigne, the anonymous Canadian CEO, Angel B. Pérez, and Joan Garry strip away the myth of the invincible leader, revealing that external success often masks internal depletion, isolation, and relentless self-doubt. Left unaddressed, these issues do more than harm the individual; they cascade into diminished decision-making, team morale, and mission impact across both for-profit and nonprofit sectors.

The four core problems—loneliness at the top, delegation and boundary failures, unaddressed mindset gaps, and the absence of sustainable recovery systems—are not inevitable. They are solvable with targeted, proven interventions that leaders are already willing to fund when framed as strategic investments rather than “self-help.”

Call to Action

If you are a senior leader (or serve on a board supporting one), do not wait for the next crisis. Invest now in the solutions that move the needle:

• Join or launch a facilitated executive peer mastermind focused on mental resilience.

• Engage a specialized C-suite coach for delegation audits, boundary training, and impostor-syndrome reframing.

• Commission a leadership wellness audit and board education program to normalize support at the highest level.

Leaders who have already invested in strategy, innovation, and growth are ready to invest in the infrastructure that protects their most valuable asset—their sustained capacity. Reach out today to organizations or consultants offering these customized programs. One decisive step toward support can restore your energy, sharpen your leadership, and safeguard the mission or enterprise you have worked so hard to build. Your future self—and everyone who depends on your leadership—will thank you.