Despite possessing skills increasingly valued in modern leadership, such as emotional intelligence, change leadership, and organisational capability, HR leaders rarely progress to CEO roles. Livingston James Director, Ali Shaw recently shared insights from our latest research report in association with EY: The Future CEO Report, and how these findings can support succession planning for HR leaders.
Our research showed that only 3% of CEOs come from an HR background, compared with significantly higher representation from operations (35%), sales/commercial (32%), and finance (19%). A recent HR Grapevine article cited our research data, arguing this is likely not due to lack of capability but to structural and perceptual barriers that position HR as a support function rather than a commercial leadership pipeline.
Data shows HR leaders tend to focus development on personal influence, visibility, and transitions, rather than enterprise-wide impact, strategic authority, and measurable business results, which are essential CEO competencies. If organisations want more CEO-ready HR leaders, they must redesign career paths to include genuine commercial responsibility, reframing HR as central to long-term business performance rather than adjacent to it.
Ultimately, it appears that HR leaders are well-equipped to lead modern organisations, but breaking the CEO glass ceiling will require:
Earlier exposure to commercial and operational accountability
P&L ownership
Reframing HR from a support role to a core driver of strategy and performance
These findings from our latest research report give an early indication of how leadership may evolve if organisations enable HR leaders to develop the full range of CEO credentials. To explore this theme in more depth, read Livingston James Director, Ali Shaw’s latest article, where he examines whether today’s uncertain economic and geopolitical environment could actually accelerate the move towards HR‑rooted CEOs, and what organisations must change to make that transition possible.
For full leadership insights from Livingston James’ latest research report in association with EY, read the 2026 Future CEO Report.
Reference:
Hayes, A. (2026). Why HR leaders almost never make it to CEO. HR Grapevine, 29 April 2026. https://www.hrgrapevine.com/content/article/2026-04-29-why-hr-leaders-almost-never-make-it-to-ceo
Can we help?
If you are looking for leadership advisory or recruitment support, please get in touch with our team of experts.
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In his latest article for The HR Director, Livingston James Director Ali Shaw explores whether today’s uncertain business environment could reshape the pathway to CEO, creating new opportunities for HR leaders.
Livingston James’ Commercial Director, Sophie Randles, was recently cited in a press piece by HR Magazine regarding the appointment of former google Executive, Matt Brittin, to Director-general at the BBC.
The HR-CEO Paradox: Right Skills, Wrong Pathways
Despite possessing skills increasingly valued in modern leadership, such as emotional intelligence, change leadership, and organisational capability, HR leaders rarely progress to CEO roles. Livingston James Director, Ali Shaw recently shared insights from our latest research report in association with EY: The Future CEO Report, and how these findings can support succession planning for HR leaders.
Our research showed that only 3% of CEOs come from an HR background, compared with significantly higher representation from operations (35%), sales/commercial (32%), and finance (19%). A recent HR Grapevine article cited our research data, arguing this is likely not due to lack of capability but to structural and perceptual barriers that position HR as a support function rather than a commercial leadership pipeline.
Data shows HR leaders tend to focus development on personal influence, visibility, and transitions, rather than enterprise-wide impact, strategic authority, and measurable business results, which are essential CEO competencies. If organisations want more CEO-ready HR leaders, they must redesign career paths to include genuine commercial responsibility, reframing HR as central to long-term business performance rather than adjacent to it.
Ultimately, it appears that HR leaders are well-equipped to lead modern organisations, but breaking the CEO glass ceiling will require:
These findings from our latest research report give an early indication of how leadership may evolve if organisations enable HR leaders to develop the full range of CEO credentials. To explore this theme in more depth, read Livingston James Director, Ali Shaw’s latest article, where he examines whether today’s uncertain economic and geopolitical environment could actually accelerate the move towards HR‑rooted CEOs, and what organisations must change to make that transition possible.
For full leadership insights from Livingston James’ latest research report in association with EY, read the 2026 Future CEO Report.
Reference:
Hayes, A. (2026). Why HR leaders almost never make it to CEO. HR Grapevine, 29 April 2026. https://www.hrgrapevine.com/content/article/2026-04-29-why-hr-leaders-almost-never-make-it-to-ceo
Can we help?
If you are looking for leadership advisory or recruitment support, please get in touch with our team of experts.
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