New Survey Highlights Disconnect Between Leaders' Desires for Team Input and Their Hesitations
In an era characterized by unprecedented complexity and workplace stress, a new survey conducted by Harris Poll in collaboration with Turas Leadership brings attention to a profound disconnection among senior leaders. The findings indicate that while 63% of these leaders express a desire to engage their teams more regularly for feedback when making crucial decisions, many hesitate to act on this impulse due to fears of appearing weak in their decision-making.
The survey reveals an alarming gender disparity; about 71% of male leaders indicated a fear associated with seeking input from subordinates, compared to only 46% of female leaders. This gap raises questions about the subtle barriers that persist within organizational culture and leadership dynamics.
Additionally, the data underscores a disheartening sentiment among the workforce. Despite leaders' desires for feedback that challenges the status quo, a significant portion of employees does not feel comfortable voicing their opinions. A study from 2024 indicates that 63% of Gen Z workers and 52% of Millennials lack the confidence to share their thoughts freely at work. These figures exemplify the existing chasm between leadership intentions and employee experiences. Only a mere 27% of employees felt that their leaders encouragingly recognized suggestions for improvement.
Emily Scherberth, the Founder and CEO of Turas Leadership Consulting, notes that this apparent disconnect could lead to a breakdown of psychological safety within leadership itself. She asserts that the ability of leaders to model vulnerability, openness, and teamwork is critical in fostering an environment where employees feel safe to express their views. When leaders don’t exhibit these qualities, it sets a tone that may discourage open dialogue throughout the organization.
The survey’s findings come at a time when leadership roles are under tremendous pressure, with 80% of leaders feeling overwhelmed by the need to secure the long-term success of their organizations. Alarmingly, 71% of C-suite executives have considered leaving their positions to prioritize their mental well-being. Such tremendous pressure creates a paradox in which leaders are expected to demonstrate modern leadership traits, such as collaboration and shared problem-solving, while facing a volatile external business climate.
Moreover, previous research indicates that middle managers report lower levels of psychological safety compared to their direct reports, further suggesting that safety dynamics often flow downward but not upward. When leaders grapple with fears about asking questions or inviting dissent, it negatively impacts the entire organization.
The survey results signal a pressing need for organizations to rethink their strategies regarding leadership development. It is not merely a failure of skill that keeps leaders from fostering the open exchange of ideas. Instead, it reflects a systemic problem rooted in fear and constant performance pressures.
"This is not just about teaching leaders what to do; it’s also about enabling them to build the capacity to navigate complexity, uncertainty, and pressure," Scherberth comments, emphasizing the need for tailored leadership development programs. Turas proposes a focus on cultivating leaders' internal resources, enhancing their self-awareness, and nurturing their ability to lead with vulnerability and openness. These initiatives cultivate the conditions necessary for effective organizational transformation, beginning at the leadership level.
Leaders who are serious about assessing and enhancing their leadership capacity can benefit from Turas Leadership Capacity Assessment™. Further insights from this research can be explored in their white paper, 'The Leadership Paradox.' It’s clear that without addressing psychological safety at the leadership level, the resulting systemic issues can stymie organizational growth and innovation.
In summary, the Harris Poll/Turas Leadership survey indicates an urgent need for leaders to not only wish for team input but actively seek it by overcoming their fears. By initiating open dialogues within the workplace, leaders can diminish barriers that prevent their teams from engaging fully, thereby reinforcing a culture of trust and collaboration. Only through acknowledging their vulnerabilities can leaders inspire their organizations to cultivate the same ethos, preventing stagnation and promoting a healthier corporate climate.
The survey reveals an alarming gender disparity; about 71% of male leaders indicated a fear associated with seeking input from subordinates, compared to only 46% of female leaders. This gap raises questions about the subtle barriers that persist within organizational culture and leadership dynamics.
Understanding the Challenge
Additionally, the data underscores a disheartening sentiment among the workforce. Despite leaders' desires for feedback that challenges the status quo, a significant portion of employees does not feel comfortable voicing their opinions. A study from 2024 indicates that 63% of Gen Z workers and 52% of Millennials lack the confidence to share their thoughts freely at work. These figures exemplify the existing chasm between leadership intentions and employee experiences. Only a mere 27% of employees felt that their leaders encouragingly recognized suggestions for improvement.
Emily Scherberth, the Founder and CEO of Turas Leadership Consulting, notes that this apparent disconnect could lead to a breakdown of psychological safety within leadership itself. She asserts that the ability of leaders to model vulnerability, openness, and teamwork is critical in fostering an environment where employees feel safe to express their views. When leaders don’t exhibit these qualities, it sets a tone that may discourage open dialogue throughout the organization.
The Need for Systematic Psychological Safety
The survey’s findings come at a time when leadership roles are under tremendous pressure, with 80% of leaders feeling overwhelmed by the need to secure the long-term success of their organizations. Alarmingly, 71% of C-suite executives have considered leaving their positions to prioritize their mental well-being. Such tremendous pressure creates a paradox in which leaders are expected to demonstrate modern leadership traits, such as collaboration and shared problem-solving, while facing a volatile external business climate.
Moreover, previous research indicates that middle managers report lower levels of psychological safety compared to their direct reports, further suggesting that safety dynamics often flow downward but not upward. When leaders grapple with fears about asking questions or inviting dissent, it negatively impacts the entire organization.
Shifting Leadership Development Perspectives
The survey results signal a pressing need for organizations to rethink their strategies regarding leadership development. It is not merely a failure of skill that keeps leaders from fostering the open exchange of ideas. Instead, it reflects a systemic problem rooted in fear and constant performance pressures.
"This is not just about teaching leaders what to do; it’s also about enabling them to build the capacity to navigate complexity, uncertainty, and pressure," Scherberth comments, emphasizing the need for tailored leadership development programs. Turas proposes a focus on cultivating leaders' internal resources, enhancing their self-awareness, and nurturing their ability to lead with vulnerability and openness. These initiatives cultivate the conditions necessary for effective organizational transformation, beginning at the leadership level.
Leaders who are serious about assessing and enhancing their leadership capacity can benefit from Turas Leadership Capacity Assessment™. Further insights from this research can be explored in their white paper, 'The Leadership Paradox.' It’s clear that without addressing psychological safety at the leadership level, the resulting systemic issues can stymie organizational growth and innovation.
Conclusion
In summary, the Harris Poll/Turas Leadership survey indicates an urgent need for leaders to not only wish for team input but actively seek it by overcoming their fears. By initiating open dialogues within the workplace, leaders can diminish barriers that prevent their teams from engaging fully, thereby reinforcing a culture of trust and collaboration. Only through acknowledging their vulnerabilities can leaders inspire their organizations to cultivate the same ethos, preventing stagnation and promoting a healthier corporate climate.
Topics General Business）
【About Using Articles】
You can freely use the title and article content by linking to the page where the article is posted.
※ Images cannot be used.
【About Links】
Links are free to use.