Most Of The Employees Are Dissatisfied With Their Employer’s Leadership Style!

Kelly Outsourcing & Consulting Group which deals in RPO, HR consulting released its latest study on Leadership Disconnect. The overall findings are quite thought provoking. Majority of the participants responded that they desire and prefer a democratic leadership though what they receive it authoritative. Less than half said that they feel inspired by their mangers whereas a sizable 38% said they did not believe in their employer’s mission or purpose and care least about it.

Below are the main points of the report.

Majority expressed dissatisfaction at their employer’s leadership style. This is a worldwide trend across United States, Europe and APAC

Amongst the main workplace generations, Gen Y are more satisfied with their management’s leadership style (40%) compared with Gen X and Baby Boomers (both 37%)

Workers with a Professional/ Technical (P/T) skill set are more content with their management’s leadership style (41%) compared with those with non-P/T skill sets (38%).

The prevalence of the authoritative leadership style is an intriguing finding, and one that clearly sits uncomfortably with workers. For organizations that have a corporate culture that relies on a command structure, this won’t be such an issue. But for the many businesses that promote collaboration,
and want to harness the full depth of their talent pool, it will be problematic.

Only around half (48%) of those surveyed say that they are inspired by their current manager to perform their best work. Business leaders struggle with ways to lift workplace productivity through measures filling the management vacuum.

One of the chief goals of an effective leader is to motivate staff to achieve higher performance. Yet, something seems amiss when it comes to the way workers evaluate the performance of their managers. such as technology, training, and other workforce development tools. What is clear is that many workers recognize that these efforts are largely unsuccessful in encouraging their personal best at work.

It raises the question as to whether managers are ill-prepared or that we simply have the wrong ones. Or perhaps the harried pace of the modern workplace has altered what leaders can provide and what workers should expect.

The survey raises some very important questions for employers:

1. How are you evaluating your leadership development efforts? Are you considering how best to lead a multigenerational/cultural workforce?

2. Are you grooming leaders who are solely focused on growing the business from the bottom line? It may be time to also teach them how to grow the business from the front line.

3. How are you revising your leadership development efforts to deal with the increase in the virtual workforce?

4. Are your leaders just too busy to lead?

5. Has the move to more matrix organizations contributed to the disconnect between workers and leaders?

6. How can you encourage more group collaboration and more decision making authority?

For workers:

1. How do you cope when your manager doesn’t speak your language?

2. What are the ways of earning more responsibility on the job?

3. How can you improve your leadership skills?

4. How can you fuel your own individual inspiration?

See all the results: http://www.kellyocg.com/Knowledge/Kelly_Global_Workforce_Index/The_...