Improving the well-being of leaders should be a priority for companies, as they are the ones who create psychologically safe environments for talent development and business growth.
60% of respondents say their job is their main source of stress.
A new study released today shows alarming levels of stress and burnout among managers, with many considering leaving their jobs. Rising leaders are failing to demonstrate adequate conflict management skills, while the trend of “ The Great Unbossing ” is growing. Amazon this week laid off more than 100 customer service managers.
Psychological safety and workplace incivility
According to The Workforce Institute , managers have a greater impact on a person’s mental health than a doctor or therapist. It’s no surprise that a Gallup report found that managers are more likely to be stressed, angry, sad and lonely than non-managers, given the enormous responsibilities that fall on their shoulders, coupled with the challenging economic, political and social climate.
meQuilibrium also revealed that 36% of managers are more likely to report feeling overwhelmed and 24% more likely to consider leaving their job in the next six months, compared to non-managers.
Alarming levels of managerial stress and burnout can negatively impact employee engagement, motivation, productivity and turnover rates.
Despite the stress they are under, managers bring benefits to employees’ mental health, according to the meQuilibrium report . Workers who have the support of their managers are 25% less likely to suffer from somatic symptoms of stress, 33% less likely to have difficulty getting motivated in the morning, and 56% less likely to suffer from high work stress. Burnout is 58% lower among employees who experience strong support from managers for their mental well-being. Those who feel supported by their boss are 4.5 times more likely to stay with the company.
The report highlights that strong managers increase psychological safety by up to 42%. Improving well-being among managers should therefore be an organisational priority, as they are the ones who create psychologically safe environments, where employees feel comfortable taking risks and sharing ideas.
Having effective managers is the first line of defense against rising workplace incivility. Given increasing polarization on political and social issues, coupled with widespread economic pressures, employees who have strong support from their managers report being 66% less likely to experience incivility at work. To effectively support their teams, managers must actively manage their mental health, which will not only improve their ability to lead effectively but also model healthy behaviors for their employees.
Difficulty managing conflicts
DDI released new data on increasing manager competency with workplace conflict management. Assessments of more than 70,000 manager candidates worldwide revealed that nearly half (49%) fail to demonstrate effective conflict management skills and only 12% show a high level of competency in this area. According to the report, manager candidates’ inability to clarify issues, offer support and empower their team members hampers productivity and morale.
According to Stephanie Neal , director of DDI’s Center for Behavioral Analysis and Research: “With political tensions rising and employees’ distrust of leaders increasing, workplaces are becoming more polarized places. Conflict can have a ripple effect throughout organizations, stifling productivity, creativity, and morale — and ultimately driving higher turnover.” She insists that now is the time for leaders to address the conflict management blind spot.
Leaders recognize conflict management as a weakness, with only 30% expressing confidence in their ability to manage conflict. DDI ’s leadership assessment revealed specific skill gaps that contribute to conflict management failures among frontline leaders, including:
— 61% of management candidates struggle to clarify key issues. Common mistakes include leaders assuming they have the whole truth or guessing employees’ motives. They also reveal that conflicts often stem from a lack of understanding, so it’s critical for leaders to proactively seek clarification before differences escalate into a dispute.
— 65% of executive candidates show difficulty offering support and resources to their team. Many fail to prepare for contentious discussions, leading to misunderstandings and inadequate support. Organizations should prioritize developing leaders’ emotional intelligence and empathy skills so they are prepared when a difficult conversation arises.
— 60% of management candidates have trouble empowering others. Encouraging employees to take ownership of a conflict is crucial to resolving the problem and strengthening team dynamics. The report recommends that leaders improve their ability to ask open-ended questions and involve team members in developing a solution.
Get rid of managers or invest in them?
Tacy M. Byham , CEO of DDI , recognizes the value of supporting the next generation of managers. “While poorly managed conflict is a significant business risk, conflict also presents an opportunity for healthy debate, which ultimately results in positive change that is better because difficult issues were clarified and all parties were willing to challenge their thinking,” she said.
«By helping the next generation of leaders cultivate the skills to effectively manage conflict, organizations can foster innovation and growth with more focused and aligned teams,» the CEO added.
However, another trend that is gaining momentum is the move away from middle management roles, a movement with significant implications for staff. Many business leaders argue that middle managers are a necessary conduit between employees and senior leaders, and that they need more support because of the pressures they are under.
According to Jamie Aitken , VP of HR Transformation at Betterworks , eliminating managers has several drawbacks. “This move may seem attractive for increasing agility and reducing bureaucracy, but the drawbacks can be detrimental to employee morale and engagement. Without the support and guidance of experienced managers, employees may struggle with clarity, direction, and career growth, which can ultimately impact organizational success and business results,” she mused.
According to the data, it is indisputable that managers are crucial to personal well-being and performance. There are various actions that organizations can take to promote the well-being of managers:
— Deploy evidence-based techniques to foster resilience, so that managers can recognize and replace unproductive thinking patterns with more effective alternatives.
— Prioritize self-care and direct struggling managers to access resources that already exist in the benefits ecosystem.
— Promote a culture of support in which talking about mental health is destigmatized.
Aitken argues that middle managers provide essential support, guidance and motivation that are critical to maintaining a productive workforce. «The benefits of investing in manager development – by providing them with the right tools and technology – are far greater than simply removing them,» he concluded.
