It is now increasingly clear that increasing affluence does not automatically yield more leisure. The expectations Keynes set in “Economic Possibilities for our Grandchildren,” that wealth would free us from labour and allow vastly reduced working hours, look ever more distant.
Instead, we are seeing what might be called the wealth‑work paradox: as earnings rise, expectations around use of time, status, consumption and achievement also rise so that increased income often brings more work, not less. The richer you are, the more you may feel you must work, both in quantity and in visibility.
Below we explore several dimensions of this paradox, its implications for leadership, and what organisations can do to build more sustainable cultures.
1. Why more wealth doesn’t necessarily mean more free time
As basic needs are met, consumer aspiration escalates. People shift their desires towards luxury goods, status symbols, technology, and lifestyle upgrades. These come with costs, both financial and in terms of time, fuelling longer working hours. For many high earners, work itself becomes identity. It is not only about income but also about achievement, recognition, and personal growth. These motivators push individuals to extend working hours in order to signal dedication or ambition. Added to this are structural pressures such as rising costs of housing, utilities, and transport, as well as the expectations attached to prestigious lifestyles. For many, especially in dual-earner households, reducing working hours simply is not viable. In some sectors, long hours are not just tolerated, they are rewarded.
2. What the data in Ireland and beyond reveals
In Ireland, a post-pandemic report by the Department of Finance observed that people are, on average, working two hours fewer per week than before the pandemic. However, this reduction is modest and may conceal significant changes in how, when, and where work is undertaken. Remote and blended working models have increased flexibility, but they have also fragmented work across non-traditional hours. When compared with other wealthy nations, it becomes clear that greater GDP per capita has not translated into universally relaxed work cultures. The United States illustrates this divergence sharply: higher pay has coincided with longer hours and fewer holidays, in stark contrast to many European countries where greater emphasis is placed on rest and recovery.
3. Executive burnout: the hidden strategic risk
The wealth‑work paradox applies most acutely to senior leadership. Executives are often the most exposed to unsustainable work expectations, as higher compensation is matched by greater accountability and visibility. Boards, teams and stakeholders continually demand more, creating a cycle in which leaders themselves become overextended.
The consequences are serious:
Decision fatigue: Burned out leaders make slower, more cautious, and sometimes poorer decisions.
Succession planning risk: Exhausted executives may exit prematurely, leaving organisations vulnerable.
Cultural impact: When leaders model overwork, organisations unconsciously embed it as the standard for all employees.
Burnout at the top is not a private matter. It directly undermines governance quality, long‑term resilience, and organisational trust.
4. Strategies to counterbalance the paradox
Here are concrete levers organisations can deploy:
| Strategy | What to Implement | Why it Helps |
|---|---|---|
| Rethink reward & recognition | Shift metrics away from visible “face time” or hours logged; focus on outcomes, efficiency, innovation. Recognise leaders who model balance while delivering results. | Encourages efficiency and balance; signals sustainability as a leadership trait. |
| Flexible & asynchronous work | Allow senior executives more autonomy in structuring time. Encourage boundaries around non‑working hours. | Helps leaders manage workload and recovery; prevents presenteeism at the top. |
| Board‑level oversight | Boards should actively monitor CEO and executive team wellbeing as part of governance. | Positions leadership health as a fiduciary responsibility, not a personal concern. |
| Leadership modelling | Executives must visibly take leave, avoid hero culture, and demonstrate sustainable working. | Culture follows the tone set at the top. |
| Wellbeing & support systems | Provide coaching, confidential advisory support, and structured recovery programmes for senior leaders. | Protects leaders from isolation and chronic stress. |
5. The path forward: resilient leadership cultures
For modern organisations, resilience will depend not only on financial results but also on leadership capacity. Leaders who are fatigued cannot steer transformation, model culture, or inspire teams. By recognising executive burnout as a strategic risk, organisations can better safeguard succession, governance, and long‑term performance.
It is time to redefine success. Instead of glorifying leaders who work the longest hours, reward those who deliver the greatest impact sustainably.
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About the Author, Damien McCleane, Head of Strategic Recruitment at Burton Sinclair
With nearly 30 years of experience across recruitment, training, business development, and customer relationship management, Damien McCleane is an accomplished professional with a versatile background in executive and managerial roles across diverse sectors. Also serving as Regional Manager at Hartley People, Damien combines his expertise in strategic recruitment, client partnership, and team leadership to drive excellence and innovation within the executive search landscape.
