Executive Talent in Spain: Towards a New Senior Leadership Contract in 2026

Insights from our Executive Compensation and Talent Trends 2026 report for Spain highlight a profound transformation in the executive landscape. The challenge is no longer talent scarcity, but a structural shift in expectations. Organisations are no longer simply seeking experienced profiles; they are looking for senior leaders capable of navigating complexity, executing with consistency, and delivering tangible impact across increasingly regulated and international environments.

In this context, executive mobility is increasing significantly. 45% of senior leaders are open to new opportunities, and 3 in 10 do not expect to remain in their current role beyond one year. This reflects a clear evolution: executive careers are becoming less defined by tenure and more driven by opportunity, impact and continuous development.

This shift is accompanied by a critical organisational challenge: alignment. While leaders demonstrate strong readiness to adapt, only around half express confidence in their organisation’s ability to respond to market change, well below global benchmarks. The issue is not ambition, but the ability to translate strategy into clear, shared and executable priorities across leadership teams.

At the same time, artificial intelligence is emerging as a defining indicator of leadership maturity. A large majority of executives in Spain already use generative AI in their daily work, with many reporting improvements in productivity and quality. However, the challenge is shifting from adoption to value creation. The leaders who stand out are those embedding AI into strategic decision-making and scaling its impact across the organisation.

Recruitment is also at a turning point. Despite global momentum toward skills-based hiring, Spain continues to rely heavily on traditional criteria. Only a minority of organisations prioritise skills over academic or professional background, while a large proportion report ongoing hiring difficulties. This creates a structural paradox: limited access to talent persists even when talent is available. Rethinking how leadership potential is assessed is becoming a key lever to unlock broader talent pools.

Finally, compensation, while still important, is no longer sufficient on its own to attract and retain senior talent. While a majority of executives report being satisfied with their remuneration, a significant proportion highlight a lack of transparency in compensation structures. Beyond pay levels, clarity, fairness and trust are increasingly shaping how opportunities are perceived.

These shifts are redefining the relationship between organisations and their leaders. To remain competitive, companies must move beyond traditional approaches and rethink their value proposition: strengthening leadership alignment, prioritising skills, unlocking the full potential of AI, and embedding transparency at the core of their culture.

Because today, senior leaders are not just choosing a role.

They are choosing an environment where they can truly perform, grow and make an impact.