As we’ve explored in our previous posts, layoffs have far-reaching consequences, not only for the victims who are laid off, but also for the survivors who remain and must adapt to reduced capacity and increased workloads.

But what about the leaders who initiate and carry out layoffs? Afterall, they are both agents and recipients of change.

In this post, we shift our focus to those at the helm of change. We will:

  • Unravel how leaders experience and cope with the emotional and psychological demands of mass layoffs.
  • Outline strategies organisations can adopt to support leaders through this change.

As mass layoffs are blazing through international development and humanitarian aid organisations, leaders find themselves  navigating a precarious balance between operational directives and human compassion. This tension can take a heavy psychological toll.

By exploring their lived experiences, we gain insight into the psychological burden they carry, and, crucially, identifies strategies organisations can adopt to support leaders through the immediate strain while fostering long-term resilience.

 

Debunking the Myth: Leaders as “Grim Reapers”

Being tasked with making difficult decisions and delivering bad news during layoffs can carry a stigma. Leaders may be cast as “office hatchet men,” “corporate executioners,” or “Grim Reapers”. But the research shows they’re not immune to the damage of layoffs. They’re survivors, too.

Through in-depth interviews, an earlier study revealed the heavy burden leaders face during layoffs: isolation, role overload, diminished wellbeing, and even disruptions to family life. More recently, Niina Koivunen and colleagues interviewed middle managers laying off people in a Finnish manufacturing firm. These leaders faced intense pressure, including tight deadlines, limited information, and the expectation to maintain morale. Many felt powerless, insecure, and emotionally strained, experiencing symptoms similar to layoff survivors, like job insecurity, cynicism, and chronic stress.

To cope, some leaders turn to depersonalisation: emotionally distancing themselves from the situation and those affected. While this may offer short-term relief, it can lead to burnout and chronic stress. What begins as a protective shield may quickly become a barrier to empathy, connection, and wellbeing, both for the leader and the organisation they serve.

In the next section, we’ll explore research-backed strategies to help leaders better navigate this process.

 

How Organisations Can Equip Leaders to Navigate Layoffs

  1. Build support systems

One of the most effective ways to support leaders during layoffs is by creating structured peer support systems. Forums, peer groups, or facilitated dialogue sessions can offer leaders a safe space to share experiences, reflect on challenges, and learn from one another. These settings reduce isolation, create solidarity, and help leaders process both the emotional and strategic dimensions of layoffs.

  1. Strengthen HR-Leadership collaboration

Many leaders lack outlets to express concerns or seek guidance, especially beyond the act of laying people off. This may include supporting survivors in redesigning their work roles and adapting to new responsibilities. Regular check-ins, training and facilitated conversations between HR and leadership can bridge this gap. When HR partners are active throughout the process, they provide not only procedural support, but emotional and strategic reinforcement.

  1. Prioritise leader wellbeing

Layoffs place leaders under immense emotional pressure, yet their wellbeing is often sidelined. Organisations should actively encourage leaders to acknowledge the stress they’re experiencing and take steps to manage it. This includes offering access to stress management training, coaching, and reflective practices that help leaders process their emotions and maintain their capacity to lead.

 

Laying people off is one of the most difficult responsibilities leaders face. In the international development sector, abrupt funding cuts have forced high-stakes decisions with little preparation. The aftermath is emotionally and operationally complex, and many leaders are left to navigate it alone.

This article has aimed to shed light on the often-overlooked experience of those leading layoffs, and to offer practical strategies for supporting them. By recognising the emotional toll and equipping leaders with the right tools, organisations can foster resilience across their leadership and culture.

At ODRL, we partner with international development organisations to understand and respond to the human impact of organisational change. If your organisation is preparing for, undergoing, or recovering from layoffs, we invite you to get in touch at enquiries@odrl.org.

 

References

Clair, J. A., & Dufresne, R. L. (2004). Playing the grim reaper: How employees experience carrying out a downsizing. Human Relations, 57(12), 1597- 1625.
https://doi.org/10.1177/0018726704049991 (Original work published 2004)

Clair, J. A., Dufresne, R., Jackson, N., & Ladge, J. (2006). Being the Bearer of Bad News: Challenges Facing Downsizing Agents in Organizations. Organizational Dynamics, 35(2), 131-144. https://doi.org/10.1016/j.orgdyn.2006.03.001

Gandolfi, F., & Hansson, M. (2011). Causes and consequences of downsizing: Towards an integrative framework. Journal of Management & Organization, 17(4), 498–521. https://doi.org/10.5172/jmo.2011.17.4.498

Jefford, K. & Lanrand, M. (2025, July 8). International Geneva layoffs pile up amid painful funding cuts. Geneva Solutions. https://genevasolutions.news/global-news/international-geneva-layoffs-pile-up-amid-painful-funding-cuts

Koivunen, N., Viitala, R. & Ekman, K. (2024). How Managers Experience Downsizing: Navigating among Professional, Loyal, Empathic, and Critical Positions. Journal of Change Management, 24(4), 301-324, https://doi.org/10.1080/14697017.2024.2426804

Noer, D. M. (1993). Healing the wounds: Overcoming the trauma of layoffs and revitalizing downsized organizations. Jossey-Bass/Wiley.

Wright, B. and Barling, J. (1998), “The Executioners’ Song”: Listening to Downsizers Reflect on their Experiences. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l’Administration, 15, 339-354. https://doi.org/10.1111/j.1936-4490.1998.tb00176.x