Nearly nine out of 10 managers are seen by workers as both ethical and professional, according to a recent survey by management consulting firm Healthy Companies International. But managers rate somewhat lower at motivating employees in times of adversity.
“Ethics is a complicated issue,” observed Stephen Parker, president of Healthy Companies International. “Unless a boss has done something really serious or obviously criminal, employees will generally give the person the benefit of the doubt. But where feelings come into play, or when business is off or a conflict arises, it then becomes a harder test for the boss, and our findings bear out the difference context can make.”
Healthy Companies International surveyed 2,700 employees throughout North America to explore the behaviors of immediate supervisors. Survey results find that just six out of 10 managers are regarded very capable in such key respects as earning trust of employees or keeping promises.
Here’s a breakdown of respondents who agree/strongly agree to the question “How do you rate your boss’s performance?”
- Acts in an ethical manner, 86%
- Behaves professionally toward employees, 84%
- Expresses values and personal belief in work, 81%
- Is open to suggestions and new ideas, 81%
- Encourages employees to excel, 79%
- Listens to employees’ work concerns, 77%
- Performs well under pressure, 77%
- Is willing to undertake the hard jobs, 76%
- Finds ways to show appreciation for a job well done, 72%
- Is collaborative and works well with others, 71%
- Sets a good example for employees, 71%
- Does not let emotions get in the way of decisions, 70%
- Is even-handed in dealings with employees, 69%
- Delivers on promises made, 68%
- Earns the trust of employees, 66%
- Communicates a clear vision of success, 65%
- Looks for ways to improve leadership skills, 64%
- Is open about own strengths and weaknesses, 63%
- Motivates employees during adversity, 59%
- Deals capably with workplace conflicts, 59%
According to Parker, the findings indicate that employees may be more critical of what a boss does when they are in a position to observe it directly, or where it affects them personally. “But what surprises me is the wide spread of results among the 20 behaviors—some 30 points—which means there are substantial differences in how managers or supervisors act with employees, particularly in stressful situations.”
