Report reveals shortage of inspired leadership

A Chartered Management Institute product story

Edited by the Engineeringtalk editorial team Oct 19, 2004

Managers in the engineering industry are calling out for business leaders who produce results, demonstrate trust and respect their teams.

Managers in the engineering industry are calling out for business leaders who produce results, demonstrate trust and respect their teams, but fewer than four in ten claim to see these behaviours in their workplace.

The research, published today by the Department of Trade and Industry and the Chartered Management Institute, reveals key areas where managers in the engineering industry "expect more than they get", but it also offers some good news for the UK's business leaders.

The report, "Inspired leadership - an insight into people who inspire exceptional performance", identifies the three main characteristics that managers in the engineering industry want to see.

They are: "real confidence and trust in teams" (88%), "respect for employees, colleagues and customers" (88%) and "genuine shared vision" (86%).

However, fewer than four in ten respondents believe their leaders regularly demonstrate these attributes.

In addition, the single most important factor managers in the engineering industry would like to see in their leader is "inspiration", however just over one in ten respondents actually see this "ability to inspire" at work revealing the inspiration gap.

In an alarming indictment on the leadership within UK organisations the reveals the following key findings.

Locked in an ivory tower - six in ten (64%) say their MD or CEO is out of touch with how staff feel.

Only 40% said the head of their organisation chatted to staff and less than one-seventh (14%) experienced an open-door policy.

Short-sighted approach - the majority of managers in the engineering industry (86%) want leaders to share their vision of where the organisation is heading, but only 50% claim this actually happens.

43% also claimed their leaders talked more than they listened.

All work and no play - 46% want leaders who inspire fun and excitement, but over half have not experienced this at work.

Only 44% claimed that team events or outings were arranged for them, and around half (54%) said there was a good "buzz" at work.

Tight grip on the reigns - nine out of ten respondents claimed their boss doesn't trust them.

Only 8% claimed to have responsibility to sign off projects and just 16% were given the flexibility to work from home.

Nigel Crouch, a Senior Industrialist working with DTI Achieving Best Practice in Your Business, said: "The research confirms that today's workforce is more diverse, informed and sophisticated than ever before".

"Ultimately people are still looking for something different and better in organisational leadership".

"Companies must develop and learn from best practice approaches to management and leadership to keep employees motivated and committed by creating organisational cultures that foster not only performance, but also a sense of pride and fun".

However, the research is not all bad news for UK business leaders.

The findings show some fascinating examples of bosses making an effort to inspire employees.

Examples include "listening lunches" where the chief executive has a monthly lunch with staff at all levels, public acknowledgement of achievements and personal "thankyous" by managing directors to individuals.

Managers in the engineering industry also showed they are quick to recognise the difficulties faced by business leaders and praised efforts by their bosses to influence organisational culture.

Six out of ten said their boss presented an honest and open face to staff, 65% admired their leader's clear standards, ethics and integrity and almost half (46%) admired their leader's determination to achieve business objectives.

Mary Chapman, Chief Executive of the Chartered Management Institute, said: "It is the relationships between people that result in actions".

"The research demonstrates that employees respond to leaders who let them know that what they do is important and that it makes a difference".

"Leaders who can show trust, respect and appreciation are more likely to keep employees motivated and if they can achieve that much, performance levels are also likely to increase".

The Chartered Management Institute surveyed 568 individuals for this research with an additional 100 managers interviewed by NOP.