“Self -centered” or unclear managers: so 2 out of 3 employees choose to abandon their work

Italians dream of different managers From those really present in the workplace, and the consequences are not so negligible: from a recent investigation conducted by Hays Italia, the international recruiting company, it emerges that 2 out of 3 workers have decided, at least once in their career, of abandon the work due to the manager.

Empathy, authority And honesty They are the most sought after values by most employees even if, in reality, the situation would be very different: Italian managers are characterized by little clarity (38%), self -centeredness (19%), distrust (29%) and, 1 in 4 (26%) also of poor support for professional growth of its employees. Furthermore, from the same investigation, there is a gap between the opinions of Men and Women: 45% of the workers consider that the current manager is close to the ideal model, Unfortunately thought shared only by 35% of men. The data becomes even more worrying by analyzing generational differences. If 32% of the under 29 complains about one limiting leadershipthe percentage doubles – 72% – among the over 50: a distance that suggests a progressive deterioration of expectations, or perhaps a greater critical awareness acquired with experience.

The Manager of the “dreams” described by the workers SA listen, communicate, stimulate proposing engaging objectives and creating a trusted environment. Nonetheless, for many, it remains a mythological figure: the leader capable of guiding with empathy and strategic vision seems far from the daily life of the offices And almost 1 worker out of 2 admits that he never met one who reflects the desired qualities.

«The gap between the ideal and real manager can no longer be ignored: Workers ask for empathy, listening, clarity and growth opportunities. In a working context in continuous transformation, the companies that will invest in the involvement and engagement of their employees, offering spaces of growth and motivation, will manage to Attract, retain and enhance the talents. Engagement does not only concern the permanence but the creation of a corporate culture In which people actively believe, they feel valued and are ready to give their best. It is a cultural challenge before even if organizational: to really put people in the center today means to equip the managers of the necessary tools for become true growth facilitatorsHe says on the subject Alessio CampiHays Italy’s People & Culture Director.

It should also be added that employees feel the need to be able to share their opinions without fear or, even, they would like replace your manager. Finally, there would also be the size of the company reality to influence: 58% of those who work in larger companies say they have had at least one manager with the characteristics considered idealwhile in small businesses the percentage is reduced to 47%.

The inadequate leadership therefore undermines the motivation e feeds the escape of talentsin fact, no longer enough benefits or higher compensation to retain the best employees but a change of cultural paradigm is needed in which the manager must return to being a guide, and not an obstacle.