Managers struggle with leadership qualities, Penna finds

Many managers lack the aptitude and confidence required to step up into leadership roles, research by global HR consultancy Penna has revealed.

It found that only 14% of managers questioned would described themselves as ‘visionary’, while just 9% said they felt ‘authoritative’ – qualities often deemed important in leaders. Employees also appear to have a mediocre view of their managers, with under half (45%) describing them as an ‘excellent team leader’.

Furthermore, almost a quarter (22%) of employees said their manager failed to engage the team effectively, which is having a negative impact on team morale. Just under half (43%) said their manager had limited ability to influence their senior stakeholders.

However, staff did have some positive things to say about their managers. The word that employees most associated with their manager is “friendly” (46%), followed by “fair” (26%), “supportive” (25%) and “accessible” (23%).

The only concern is that these descriptions all relate to the softer aspects of managing, as opposed to fundamental leader qualities such as being inspirational, assertive or motivational.

Employees said their manager was, in the face of challenges, more likely to make themselves part of the solution rather than empowering the team to resolve the situation (23% vs. 17%).

Penny de Valk, managing director of Penna Talent Practice, said: “In order to retain competitive advantage, businesses must have impactful leaders. They can’t risk having managers falling into leadership roles, not knowing what they are doing and disengaging those they are meant to be ensuring the high performance of.

“Our research reveals that managers aren’t confident in their own leadership abilities and nor are their direct reports. These capabilities need to be actively developed, or organisations risk falling short of their strategic goals and growth plans with weakness at the very top.”

Suggesting something of a breakdown in communication, 40% of managers said that they “slightly agree” that their direct reports know what is expected from them.

Additionally, less than a quarter (23%) of managers said they coach individuals, particularly through new tasks and projects – putting additional strain on the relationship, where employees aren’t already sure of what is expected from them and are then left to their own devices. Just 14% of managers described themselves as a better coach than those who have managed them now or in the past.

De Valk added: “It’s concerning that the research finds that managers have limited influence on senior stakeholders and aren’t developing their direct reports’ skills either. In order for managers to step into a leadership role, they need much more influence and gravitas than they have now. And to get there, they need to hone their talents for communicating a vision and acting as a facilitator, in order to take their direct reports with them.

“Coaching is a crucial part of being an effective leader, so businesses really need to consider whether they will allow their managers to keep plodding on – or start investing in their bright futures at the helm.”