Survey reveals gap in thinking between line managers and their employees… A study by the Chartered Institute of Personnel and Development (CIPD) has claimed that a quarter of line managers in the UK have an inflated opinion of their leadership skills.
The study of a total of 2,000 managers and employees highlighted what the CIPD called a “reality gap” between where the line managers felt their ability was versus how their ability to lead was perceived by their staff. This lack of understanding is said to have a negative impact on British business especially as line managers are especially crucial to motivating staff to perform during the tough economic climate the UK business world is experiencing.
80% of managers believed their staff were content or satisfied with them according to the survey whereas just 58% of staff confirmed this to be the case. Other miscommunications between line managers and staff that were apparent in the results of the survey included the near half of managers who said they frequently provided feedback on performance, a claim again contested by the staff interviewed for this survey with just 17% of them agreeing this was the case. Also 60% of line managers stated they always gave credit for a job well done while just 19% of employees said their bosses acknowledged their good performances.
Ben Willmott, CIPD head of public policy commented on the findings:
“Management capability continues to be an Achilles heel for UK plc, despite mounting evidence that these are ‘skills for growth’.
“Too many employees are promoted into people management roles because they have good technical skills, then receive inadequate training and have little idea of how their behaviour impacts on others.”
More than nine out of every ten managers asserted that they coached their employees at work in order to help them to complete a task successfully but just 40% of workers admitted to being coached.
Mr Wilmott was critical of managers for not spending sufficient time providing high-quality feedback to their teams or helping them to pursue realistic goals within the organisation. This could lead to a feeling of apathy and higher rates of stressed staff, absence or conflict.