The Leadership Disconnect

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This third installment of the 2012 Kelly Global Workforce Index examines the issue of leadership in the contemporary workplace from the employees perspective. It explores the way that workers think about the quality, direction and style of leadership, and the degree to which they share the goals of those who head their organisations.

Transcript of The Leadership Disconnect

  • 1. kelly Global workforce index The leadershipdisconnect people000168, 2012 e: AUGUSTeleass rie 30 r c o u nt

2. PERCENT OF WORKERS WHO ARE DISSATISFIED WITH THEIR MANAGEMENTS LEADERSHIP STYLE (TOP 10 COUNTRIES)Eight out of 10 countrieswho experience theitalysouth Africa germanypoland denmarkhong Kongsweden hungary franceswitzerland36%35%34%33%32%31%29%29% 28% 28%highest levels of leadership48dissatisfaction are in EuropeLeadership: what you wantand what you getPreferred leadership style Actual leadership stylepercent of workersPERCENT OF WORKERS inspired by theirworldwide that reported managers to do their best workthey feel inspired by (by country)democratic empowering empatheticvisionaryAuthoritativeFavors teamFosters/allows Sets a tone Provides clear Direct approach; 24their manager to do35%50%65%involvement/ workers to so workersvision/foresight,expects that their best work Puerto Rico38decision-makinghave directfeel engaged, allowing for directives willCanadaby the group;decision-makingvalued, and cohesive be followedUnited Statesgives instructionresponsibilities guided to progressMexicoafter consultingsucceed towards athe group shared vision Switzerland 20 20South AfricaBelgiumNorwayrred by 81% ofLuxembourgprefewoarerke 17 Hungary ess tylrsFrancep16hi e most com Italyrs is is th mopercent of workersthIreland de nworldwide that said they ay le eaeither didnt believe inSweden rlss adthe preferred leadership style breakdownfoutheir employers mission/ United Kingdomer er ork shiRussia sepurpose, or didnt know itleast prep60 Th e 29% of we 12Germanystyle cefe als o thNetherlands rred their work pl a4%PortugalPolandItsDenmarkBut onIndia8 Indonesia e in ly 4 7Malaysia seNew Zealand 3% sa allyyt tu Singapore hisac is what they Australiaempowering (%)percent of workers democratic (%) empathetic (%)Thailandworldwide who speak visionary (%)Chinahighly of their employerHong Kongthe most positive countriesinclude Norway, Russia,Mexico, Sweden,United States and Italy 3. contents Section 1:Section 2: The Kelly Global Workforce Index 2012 4Introduction15IntroductionThe 2012 Kelly Global Workforce Index (KGWI)brings together the findings from almost 5 Leadership Style (by region) 16 Managerial Inspiration (by region)170,000 respondents from 30 countries. It 6 Leadership Style: Americas 17 Managerial Inspiration: Americas shows the results of diverse forces impacting thecontemporary workplace, including generational 7 Leadership Style: EMEA 18 Managerial Inspiration: EMEAand geographic diversity, the impact of mobile 8 Leadership Style: APAC 19 Managerial Inspiration: APAC technologies, employee empowerment,and the widespread use of social media. 9 Leadership Style (by generation) 20 Managerial Inspiration (by generation)This third installment of the 2012 KGWI examines 10 Leadership Style21 Feedback on Employer (by region)the issue of leadership in the contemporary (by Professional/Technical and Non-Professional/Technical) 22 Feedback on Employer: Americas workplace from the employee perspective.It explores the way that workers think about 11 Leadership Style (by industry)23 Feedback on Employer: EMEAthe quality, direction, and style of leadership, 12 Preferred Leadership Style24 Feedback on Employer: APAC and the degree to which they share the goalsof those who head their organizations. 13 Leadership Style: 25 Employer Vision (by region) Preferred vs. Actual The paper examines the leadership issue across 26 Employer Vision (by industry)industry sectors, and globally, across 14 Leadership Style:27Conclusionthe Americas, APAC, and EMEA regions. Professional/Technical Workers It also includes a generational perspective, Preferred vs. Actualwith a focus on the three main workforcegenerationsGen Y (age 1930), Gen X(age 3148), and Baby Boomers (age 4966).Kelly Global Workforce Index 3 4. sec tion 1Whos listening to our business leaders?Business literature is bursting with advice on the development of leadership in modernbusiness. Yet, much of what our business leaders are saying is not being heard.Not only are workers not heeding The question of leadership style in the Different leadership styles definedthe message from the top, they are workplace focuses attention on theDemocratic: Favors team involvement/decision-making; gives instructionquestioning core principles that underpindiffering approaches to leadership and after consulting the groupthe businesses for which they Leadership is about manyAuthoritative: Direct approach; expects that directives will be followed thingsvision, performance, motivation, and Visionary: Provides clear vision/foresight, allowing for cohesiveThe latest survey results show that, globally, insight, as well as technical ability. Often,progress towards a shared visionjust 38% of respondents are satisfied with leadership is also about what works.their current managements leadership style. Empowering: Fosters/allows workers to have direct decision-making responsibilities Workers have an innate understanding Empathetic: Sets a tone so workers feel engaged, valued, and guided to succeedWhat are we to make of this? Are the about what works and what doesnt when Humble Servitude: Focuses on listening; establishes a spirit of service for workersmessages from the top unclear, or are theit comes to management oversight, since Moral/ethical: Insistence on ethical behavior by all, practicing theleaders themselves not right for the job?they observe it closely every day.Golden Rule in all company dealingsKelly Global Workforce Index4 5. Leadership style (by region) The most favorable assessmentcomes from workers in the Americas, How satisfied are you with your managements leadership style? (Total satisfied %, by region)where 45% say they are satisfied withtheir current managements leadershipstyle. This is significantly higherthan the average across all regions,with only 34% of workers reportingAMERICAS EMEAAPAC ALL COUNTRIESthey are satisfied in EMEA and 39%voicing their satisfaction in APAC.45%34%39% 38%Kelly Global Workforce Index 5 6. Leadership style: americas The Americas region is doing farbetter than elsewhere around the globe How satisfied are you with your managements leadership style? (Total satisfied %, by country)when it comes to employee satisfaction7058%55% 43%42%with managements leadership style,and the standout performers in the65Americas are Puerto Rico and Mexico.With well over 50% of workers satisfied 60with their managements leadershipstyle, the two countries are well 55above the global average of 38%.50While Canada and the United Statesare at the lower end of the Americas45region on this score, they are bothabove the global average.403530 Puerto Rico MexicoCanadaUnited StatesKelly Global Workforce Index 6 7. Leadership style: EMEA The EMEA region is the worstperforming of the major global regions onHow satisfied are you with your managements leadership style? (Total satisfied %, by country)the issue of leadership style satisfaction.6051% 45%39% 38% 37% 35%34%33% 33% 32%32%32%31% 30% 29%25%20%Within the EMEA region, the mostsuccessful countriesin terms ofleadership style satisfactionare 50Russia, Norway, and Ireland, which allsit above the average for the region.The major economies of Germany and40France sit below the regional average.The United Kingdom is performingconsistently with the average for 30the EMEA region, while Italy andPortugal are the worst performers.2010 RussiaNorway Ireland Switzerland Hungary United KingdomPoland Belgium South AfricaLuxembourg SwedenGermanyNetherlandsFrance PortugalItaly DenmarkKelly Global Workforce Index 7 8. Leadership style: APAC The APAC region sits midway between Leadership style - are you with your managements leadership style? (Total satisfied %, by country)How satisfied APACthe Americas and EMEA on the globalmeasure of leadership style satisfaction,55 47% 42% 41% 39% 39% 37% 36% 33% 30%with an average 39% of workers satisfiedwith their managements leadership style.50Within the region, there is a wide rangeof performance with India, Thailand,45and Australia all sitting comfortablyabove the average for the region.40At the other end of the scale,both Hong Kong and Indonesiarate lowest in APAC.35302520IndiaThailandAustraliaNew ZealandMalaysiaChina Singapore Indonesia Hong KongKelly Global Workforce Index8 9. Leadership style (by generation) Amongst the main workplacegenerations, Gen Y are more satisfied How satisfied are you with your managements leadership style? (Total satisfied %, by generation)with their managements leadershipstyle (40%) compared with Gen Xand Baby Boomers (both 37%).GEN Y GEN XBABY BOOMERS40%37%37%Kelly Global Workforce Index 9 10. Leadership style (by Professional/Technicaland non-Professional/Technical) Workers with a Professional/Technical (P/T) skill set are more How satisfied are you with your managements leadership style? (Total satisfied %)content with their managementsleadership style (41%) compared withthose with non-P/T skill sets (38%). NON-PROFESSIONAL/PROFESSIONAL/TECHNICALTECHNICAL 41%38%Kelly Global Workforce Index 10 11. Leadership style (by industry) It is possible to gauge theeffectiveness of leadership style withinHow satisfied are you with your managements leadership style? (Total satisfied %)distinct industry sectors. The industriesBusiness Services45%where workers cite the highest levelsof satisfaction with managementsEducation 44%leadership style are: Business Services, Information Technology43%Education, IT, Government, and Utilities/ Government43%Oil/Gas. Those with the lowest levels Utilities/Oil/Gas 43%of satisfaction are Hospitality/Travel/ Automotive41%Leisure and Transport/Distribution. Chemicals 41%Financial Services 41% Food and Beverage 41%Life Sciences39%Retail 39% Other 38% Transport/Distribution37%Hospitality/Travel/Leisure 37% 303540 45Kelly Global Workforce Index 11 12. preferred Leadership style When workers are asked theiro