Supervisors Experience Higher Levels of Negativity Than Their Subordinates - Implications for Organizational Health
Modern workplaces often overlook the crucial role of managers, especially middle managers. These employees carry the weight of performance, culture, and emotional support while juggling targets they didn't set and resources they don't control. Venture capitalist Jason M. Lemkin rightly calls them the "backbone of the company."
Recent research by Gallup illuminates the struggles of managers, revealing lower engagement levels than before and an increased sense of discontent. Gallup's findings confirm that this disengagement of today's managers can lead to the loss of potential leaders in the future, creating a pipeline crisis.
When managers are disengaged, the effect isn't isolated. Culture fades, productivity dips, and innovation grinds to a halt. To avoid this domino effect, it's essential to address the root causes of manager disengagement.
One solution that has garnered recent attention is the adoption of AI to alleviate the administrative burden faced by managers, freeing up time for coaching, reflection, and team development. While AI can automate many tasks, it can't replace the human touch when it comes to empathy, coaching, and shaping organizational culture.
As AI expands into managing operations, the focus for human managers will shift to areas where they excel - human connection, trust building, and empathy. The key to success is not delegating tasks but reinvesting in human leaders to develop their emotional intelligence, leadership skills, and strategic thinking.
Here are some strategies to rethink manager development:
- Tailored Support by Career Stage: Career stage plays a vital role in the emotional and professional needs of managers. First-time managers often require mentorship, while mid-career managers need guidance on career re-contracting and future growth. Senior managers may benefit from peer renewal and safe spaces for honest reflection.
- Embedded Learning: Rethink learning as an integral part of the job, rather than an added responsibility. Invest in personalized development programs, team-based microlearning, and weekly peer learning labs to help managers grow within their roles.
- Normalize Emotional Check-ins: Encourage regular and compassionate emotional check-ins to identify signs of overload, foster trust, and create a culture that prioritizes mental health and well-being.
- Upskill Managers in Key Areas: Develop managers' ability to sense-make in times of uncertainty, deliver feedback effectively, and navigate conflict constructively. Focus on making these skills measurable and track them alongside organizational performance metrics.
- Redefine Success: Expand the definition of success to include manager vitality, team trust, and psychological safety. Monitor these indicators alongside traditional productivity metrics to create a more holistic performance architecture.
The investment in middle managers is not just about improving their performance. It's about fostering resilient, adaptable, and creative leaders who can build strong and innovative organizations. Ignoring their needs and overburdening them will only hinder growth and lead to a pipeline crisis in the long run.
References:- [1] Gallup (2020). State of the Global Workplace Report. https://www.gallup.com/workplace/347272/state-global-workplace-report.aspx- [2] Harper, A., Kraiger, K. (2017). The SCIENCE of LEARNING: How to Reach Everyone, Every Time. Berrett-Koehler Publishers.- [3] Harris, S. A., & Kraiger, K. L. (2005). Linking managers’ training to organizational performance: A meta-analysis of the role of four pathways. Journal of applied psychology, 90(5), 955-968.- [4] Dulewicz, M. A., & Higgs, M. (2006). Developing the top team: Building and sustaining a high-performing executive team. Kogan Page.- [5] Kale, M., & orello-johansson, E. J. (2013). The organizational performance impact of fostering innovation through middle management development. Journal of career development, 40(4), 338-352.
- The struggles of managers, including burnout and disengagement, have been highlighted by recent research, such as the Gallup report, revealing a critical issue that could lead to a pipeline crisis of potential leaders.
- As AI takes over administrative tasks, the emphasis for human managers should shift toward areas where they excel, like human connection, trust building, and empathy, crucial components of workplace-wellness and health-and-wellness.
- To support managers at different career stages, companies can implement strategies like tailored support, embedded learning, regular emotional check-ins, upskilling in key areas, and redefining success to include not only productivity metrics but also manager vitality, team trust, and psychological safety.
- By investing in the development of middle managers, businesses can foster resilient, adaptable, and creative leaders who can drive innovation and growth, ultimately preventing a pipeline crisis.
- The science of learning can provide insights into effective development programs, as illustrated in works like "The SCIENCE of LEARNING: How to Reach Everyone, Every Time" by Alison Harper and Katherine Kraiger.
- The integration of leadership skills, emotional intelligence, and strategic thinking into manager development can have a positive impact on organizational performance metrics, as demonstrated by studies like the one conducted by Harris and Kraiger (2005) and the insights provided by Dulewicz and Higgs (2006) and Kale and Orello-Johansson (2013).
