Leadership remains crucial yet often ineffective within organizations. Employee engagement is pivotal for profitability and productivity, yet over two-thirds of workers feel disengaged, with poor leadership attributed to many departures. Factors include promoting high achievers who struggle as leaders and organizational practices that hinder effective leadership. Current performance management systems pressure leaders to inflate performance ratings, risking employee morale and motivation. Furthermore, training fails to support employee career growth and instead focuses on compliance, complicating leadership efforts. Addressing these deeply rooted cultural issues is essential for improving organizational performance and employee satisfaction.
Organizations lead people as though it were still the 1950s while shackling them with 2025 expectations. Employee engagement has a huge impact on profitability, productivity, customer satisfaction, retention, and innovation.
More than two-thirds of employees are not engaged with their work, and almost 50% of employee departures are due to the manager. Varying hypotheses explain such underperformance.
Leaders are stuck between a rock and a hard place to please the organization with honest assessments or to keep the team motivated with inflated assessments. The organization pushes tools that undermine outcomes.
Training no longer supports career advancement for employees but focuses on liability management, devoted to what one is not allowed to do, making leaders' jobs harder.
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