There is a significant disconnect between how managers perceive their leadership and how employees experience it.
This disparity was uncovered in a recent study published by Gallup, and the data shows an urgent need for organizations to invest in developing managerial skills that go beyond basic tasks.
The study, which surveyed 2,729 managers and 12,710 individual contributors across the United States, highlights several key areas where managers excel and where they falter.
The data reveals that managers are generally effective at transactional tasks such as being responsive, approachable, and providing necessary resources. However, these behaviors, while important, have the lowest correlations to employee engagement.
One of the most striking findings is the disparity in perceptions of feedback and recognition. Nearly 60% of managers believe they are doing a good job recognizing their team’s efforts, but only about 35% of employees agree.
According to Gallup’s report, “Less than half of U.S. employees (42%) report having the opportunity to formally provide feedback to their manager, and fewer than one in four (24%) have formally rated their manager’s performance.”
Similarly, while half (50%) of managers report providing weekly feedback, only 20% of employees say they receive it that frequently. This indicates that feedback, both in frequency and quality, is not meeting employee expectations.
The study identifies four categories of managerial behaviors: strengths, known weaknesses, blind spots, and unrecognized strengths. Strengths are behaviors rated highly by both managers and employees, such as responsiveness and providing resources. Known weaknesses, like meaningful feedback and motivation, are areas where both groups see room for improvement.
Moreover, blind spots are behaviors where managers rate themselves highly, but employees do not — such as recognition and frequent feedback. Unrecognized strengths are those where employees rate managers higher than managers rate themselves, particularly in creating accountability for high performance.
The study suggests that managers who establish a habit of weekly coaching conversations can improve employee engagement and productivity.
It’s reported that the cost of poor management and lost productivity from disengaged employees is staggering — amounting to $8.8 trillion or 9% of global GDP.
By addressing managerial blind spots and weaknesses, organizations can create a more engaged and productive workforce. This improves overall workplace performance and employee satisfaction, and ultimately improves employee retention, too.
