Half of those with bottom-quartile managers thought work had a negative or very negative impact on their mental health, compared with 14% with the highest-performing managers.Įighty-eight per cent of employees with top-quartile managers were satisfied with their job, versus just 30% of those with the worst performing managers. Half of employees with a bottom-quartile line manager thought their workload was too much or far too much, compared with a quarter of employees with a top-quartile manager. Less than two-fifths (38%) of employees with bottom-quartile line managers were prepared to volunteer for duties outside their job description, whereas 74% with top-quartile line managers were prepared to do this. The results were used to create a line manager quality index, to analyse whether employees’ perception of line management behaviour was linked to their job satisfaction, wellbeing and performance.Įmployees with managers who fell into the lower-quartile were much less likely to display a high level of commitment to their employer, and the least likely to agree they were fully competent in their own job.
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