The Ideal Manager? A Lion!
11 March 2013
Read by 2045 persons
Comundi, the Company, and the Etre-Bien-au-Travail.fr website launched a major national survey to understand employee needs and expectations in terms of management. More than 1100 people responded to the anonymous online questionnaire to compare their opinion of their direct manager with their vision of the ideal manager. Discover the results!
The climate of manager/managed relationships
The general climate of manager/managed relationships is considered rather satisfactory: 60% of employees believe they have a "good" direct manager, and 82% have a good relationship with him/her.
The relationship can nevertheless be more contrasted: the average score given to the manager/managed relationship is below average (4.5/10), and nearly 16% of respondents consider their relationship with their manager to be toxic.
Manager qualities: ideal manager vs. "real" manager
Listening, charisma, honesty, and exemplarity are the four most expected managerial qualities by teams. In reality, the strengths of direct managers are intelligence, listening, business sense, and open-mindedness. While listening is part of both rankings, exemplarity and leadership are far behind in the ranking of qualities found in "real" managers (11th and 8th positions of the proposed qualities, respectively).
If your manager were an animal...
The ideal manager is perceived as a lion, a symbol of majesty, strength, power, and combativeness. In comparison, the real manager is perceived as a fox. While this animal is a symbol of ingenuity and adaptability, it is also associated with flattery, lying, and cunning.
Vision and communication: the weaknesses of managers
The main expectations of respondents towards their manager? Trust, meaning, and recognition!
The gap between manager and employees is clearly visible when observing the weaknesses that respondents attribute to their direct manager: the three most frequently checked weaknesses are the inability to make clear decisions, the inability to communicate clearly, and the lack of recognition.
What to do to remedy this? To the question "How can your direct manager improve his/her management skills?", 60% of respondents checked: "by asking for feedback from his/her team".
Managers: "stressors" sensitive to well-being
More than half of the respondents (52%) believe that their manager is not very attentive or not at all attentive to the stress of their team... But 46% believe that the well-being of the team seems to be a priority for their manager.
80% of respondents also believe that their direct manager should be evaluated on the level of well-being of the team. After all, well-being is considered a vector of efficiency for 99% of them.
And to be better at work?
Several actions are implemented by direct managers to contribute to well-being at work. Among the most frequently cited: listening, workplace arrangement, autonomy granted, flexible hours and the use of teleworking, or even... humor!
However, according to some respondents, no action is implemented: "my manager preaches the false to get the true, divides his team", "none, he doesn't care at all", "there is no long-term vision or well-being integrated into the management policy".
What respondents recommend to optimize well-being at work? More recognition and authenticity in professional relationships!
Revealing testimonies: an overview of employee concerns
Many respondents decided to leave a comment after completing the questionnaire. Comundi selected some of them and asked some of its expert trainers to react and provide their insights on the issue. Among the topics discussed: the need to question oneself, the seriousness of well-being at work policies, collective intelligence, Generation Y, etc.
Find the testimonies and expert opinions in the results file! http://www.comundi.fr/my-manager-index
The climate of manager/managed relationships
The general climate of manager/managed relationships is considered rather satisfactory: 60% of employees believe they have a "good" direct manager, and 82% have a good relationship with him/her.
The relationship can nevertheless be more contrasted: the average score given to the manager/managed relationship is below average (4.5/10), and nearly 16% of respondents consider their relationship with their manager to be toxic.
Manager qualities: ideal manager vs. "real" manager
Listening, charisma, honesty, and exemplarity are the four most expected managerial qualities by teams. In reality, the strengths of direct managers are intelligence, listening, business sense, and open-mindedness. While listening is part of both rankings, exemplarity and leadership are far behind in the ranking of qualities found in "real" managers (11th and 8th positions of the proposed qualities, respectively).
If your manager were an animal...
The ideal manager is perceived as a lion, a symbol of majesty, strength, power, and combativeness. In comparison, the real manager is perceived as a fox. While this animal is a symbol of ingenuity and adaptability, it is also associated with flattery, lying, and cunning.
Vision and communication: the weaknesses of managers
The main expectations of respondents towards their manager? Trust, meaning, and recognition!
The gap between manager and employees is clearly visible when observing the weaknesses that respondents attribute to their direct manager: the three most frequently checked weaknesses are the inability to make clear decisions, the inability to communicate clearly, and the lack of recognition.
What to do to remedy this? To the question "How can your direct manager improve his/her management skills?", 60% of respondents checked: "by asking for feedback from his/her team".
Managers: "stressors" sensitive to well-being
More than half of the respondents (52%) believe that their manager is not very attentive or not at all attentive to the stress of their team... But 46% believe that the well-being of the team seems to be a priority for their manager.
80% of respondents also believe that their direct manager should be evaluated on the level of well-being of the team. After all, well-being is considered a vector of efficiency for 99% of them.
And to be better at work?
Several actions are implemented by direct managers to contribute to well-being at work. Among the most frequently cited: listening, workplace arrangement, autonomy granted, flexible hours and the use of teleworking, or even... humor!
However, according to some respondents, no action is implemented: "my manager preaches the false to get the true, divides his team", "none, he doesn't care at all", "there is no long-term vision or well-being integrated into the management policy".
What respondents recommend to optimize well-being at work? More recognition and authenticity in professional relationships!
Revealing testimonies: an overview of employee concerns
Many respondents decided to leave a comment after completing the questionnaire. Comundi selected some of them and asked some of its expert trainers to react and provide their insights on the issue. Among the topics discussed: the need to question oneself, the seriousness of well-being at work policies, collective intelligence, Generation Y, etc.
Find the testimonies and expert opinions in the results file! http://www.comundi.fr/my-manager-index
