• Workers in Human Resources & Staffing are most likely to be extremely satisfied with their leadership teams
  • Sporting Goods Stores workers are the least satisfied with their management team
  • The LCap Group, specialist in leadership insights, shares tips on improving leadership teams’ satisfaction score

A new study, conducted by Leadership Dynamics, a proprietary leadership analytics and evaluation platform developed by The LCap Group, has revealed that workers in Human Resources & Staffing are most likely to be extremely satisfied with their leadership teams. With 35.06% of companies in this sector holding a 4.5* rating or higher for senior management, HR takes the top spot.

Sporting Goods Store workers are the least satisfied with their management teams, with 8.11% giving their leaders a score between 0* and 1*. In fact, they are 8 times more likely to give a 0-1* score than a score over 4.5*.

Moreover, several so-called “blue collar” industries, involving more manual roles, are more likely to have strong negative views of their bosses, giving them 1 star or below.

Below are the top 10 industries in the UK with the lowest proportion of 4.5* ratings for senior management:

  1. Sporting Goods Stores (0.98%)
  2. National Services and Agencies (1.41%)
  3. Department, Clothing & Shoes Stores (1.52%)
  4. Government and Public Administration (2.44%)
  5. Food & Beverage Stores (2.48%)
  6. Food and Beverage Manufacturing (2.48%)
  7. Manufacturing (2.71%)
  8. Electronics Manufacturing (2.88%)
  9. Restaurants and Cafes (2.88%)
  10. Restaurant and Food Services (2.90%)

To help organisations to improve their leadership teams’ scores and ensure a strong connection between management teams and their workforces, the LCap Group has shared its suggestions for improving leadership teams’ performance.

  1. Embrace long-term vision

To elevate your leadership approval ratings, it is crucial to embrace long-term vision. A visionary leader has a clear and compelling vision for the future of their team, department, or company. This vision serves as a driving force for both the leader and their team members, inspiring them to strive for excellence and work towards a common goal. By articulating a well-defined, attainable, and measurable vision, leaders can effectively communicate their aspirations and align their team’s actions with a long-term purpose.

  1. Adopt a culture of recognition

Recognising others’ achievements is a powerful tool for boosting morale and fostering a productive work environment. When leaders acknowledge and praise the accomplishments of team members, it motivates them to continue contributing their best efforts. This positive reinforcement inspires a sense of pride and encourages individuals to go above and beyond in their work. By creating a virtuous cycle of success, where each accomplishment becomes a steppingstone towards even greater milestones, the practice of recognition reinforces the belief in its power and establishes a work culture that thrives on the celebration of achievements.

  1. Foster two-way communication

Encouraging and embracing two-way communication within the workplace is essential for effective leadership. While managers are responsible for delegating tasks, providing feedback, and guiding their team members, they should also recognize the value of receiving feedback from their team. By establishing open channels of communication, managers can develop themselves, learn from their mistakes, and create an environment where everyone’s voice is heard.

  1. Incorporate a culture of continuous learning

By actively encouraging team members to embrace ongoing learning opportunities, leaders instil a positive mindset that prioritises the acquisition of new knowledge and skills, regardless of the circumstances or stage of one’s career. This commitment to continuous learning establishes a foundation of growth, adaptability, and innovation, enabling individuals to stay ahead in an ever-evolving world and empowering them to develop their careers further.

  1. Choose assertiveness not aggressiveness 

All leaders, regardless of their field or industry, inevitably encounter situations that demand assertiveness. However, it is crucial to recognise that while assertiveness can be an effective leadership trait, there is a fine line between assertiveness and aggressiveness. The distinction lies in how leaders handle such moments – assertiveness is characterised by discipline through constructive means, while aggressiveness can lead to an unnecessary decline in morale. When leaders embody assertiveness, they demonstrate a balanced approach to pushing their team members when necessary.

Lisa Baker

Author Lisa Baker

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