News Managing/Leadership
Your employees probably don’t judge their manager’s effectiveness the way you do

A new research report offers insights from leaders about the challenges they face when transitioning from first-level management to senior-level roles. The research aims to create an understanding of what’s needed to move between leadership levels and how leaders can be supported and support their own employees, allowing them to thrive in their leadership journey.

Combining questionnaires, in-depth interviews, and scientific literature research, the report from Talogy, a talent assessment and development firm, collects perspectives from employees, leaders, and organizations across 42 countries.

A key theme from previous research, conducted in 2021, was the move towards more human-centered leadership. That remains prevalent in this current research, and represents a continued trend away from command-and-control-style leadership to a style that is more emotionally intelligent, engaging, and focused on greater well-being at work.

The research also found employee perception of leadership effectiveness is directly related to how leaders make employees feel, with one in five employees feeling stressed and frustrated as a direct result of a leader’s behaviour. The main inhibiting behaviours of leadership, according to employees, include micromanaging and poor communication.

The majority of leaders do not receive any formal leadership training or development, with only 38 per cent of leaders feeling well-prepared for the next level of leadership.

By identifying prevalent challenges and offering actionable strategies, the research aims to empower both leaders and organizations in navigating the dynamic journey of leadership progression, filling a crucial gap in leadership research and facilitating informed decision-making for future leadership success.