Half of those with bottom-quartile managers thought work had a negative or very negative impact on their mental health, compared with 14% with the highest-performing managers.Įighty-eight per cent of employees with top-quartile managers were satisfied with their job, versus just 30% of those with the worst performing managers.
Half of employees with a bottom-quartile line manager thought their workload was too much or far too much, compared with a quarter of employees with a top-quartile manager. Less than two-fifths (38%) of employees with bottom-quartile line managers were prepared to volunteer for duties outside their job description, whereas 74% with top-quartile line managers were prepared to do this.
The results were used to create a line manager quality index, to analyse whether employees’ perception of line management behaviour was linked to their job satisfaction, wellbeing and performance.Įmployees with managers who fell into the lower-quartile were much less likely to display a high level of commitment to their employer, and the least likely to agree they were fully competent in their own job. Train managers to improve employee mental health, WHO guidelines say Changing managers’ behaviours ‘will help unlock productivity’įive ways to develop ‘accidental’ managers’ skills in the hybrid workplace
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