The Key to Happier Managers: Supporting Autonomy Among Team Members

In recent years, the phrase "I don't want to become a manager" has gained traction among young professionals. Factors such as the collapse of lifetime employment and the growing concern for work-life balance are partly to blame. However, the underlying reason behind this mindset appears to be straightforward: many perceive their current managers as unhappy individuals.

To delve deeper into this issue, Mizukara Co., Ltd., which specializes in coaching based on cognitive science, conducted a survey on December 12, 2025, encompassing 500 married professionals aged 20 to 59 across Japan to explore the underlying causes of managerial discontent.

What Frustrates Managers?

The survey revealed that the primary source of stress for managers stems from attending "meaningless meetings," with 29.2% of respondents identifying it as their main grievance. This was significantly higher than the second most common issue, dealing with customer complaints (17.6%), and sudden trouble control (12.8%). These results underscore the pressure managers feel from being involuntarily dragged into certain tasks, highlighting a significant area of workplace dissatisfaction.

While handling complaints and unexpected crises might be unavoidable part of management, the issue of attending unproductive meetings is something managers can control. If there are meetings that seem unnecessary for their involvement, it's advisable for team members to step up and take over these responsibilities, thereby easing the manager's burden.

Not All Managers Are Unhappy

It's crucial to recognize that not all managers are grappling with feelings of gloom. A survey examined how managers allocate their time throughout the day. Those who can dedicate their time to essential managerial duties, such as strategic planning, tend to report higher job satisfaction. Interestingly, 41.7% of those who utilized over 80% of their time effectively rated their experience a perfect 10 out of 10, signifying that the nature of the work they engage in significantly influences their perspective on their roles.

Many managers find themselves bogged down with excess responsibilities that divert them from their core functions, which ultimately strips away their sense of purpose and fulfillment in their position.

The Impact of Team Autonomy on Manager Happiness

Finally, analyzing the correlations between team members' autonomy and managerial satisfaction, it becomes evident that teams with self-reliant members cultivate happier managers. Conversely, managers leading teams that require constant direction see a drop in happiness levels. Interestingly, managers without team members report a relatively high degree of satisfaction, indicating that it may be preferable to operate solo than to manage a team that doesn't have the ability to self-manage.

Reflecting on Managerial Frustrations

The unique pressures and strains associated with management roles often create an environment where expressing vulnerability is challenging. However, insights from this research reveal that the satisfaction of managers is closely tied to the autonomy of their team members. If your supervisor appears to be struggling, consider how your actions may contribute to their stress and explore ways to alleviate their challenges.

Through the findings of this study, organizations can better understand the roots of their managers' frustrations. By relieving them of trivial tasks and fostering an environment where team members can thrive independently, you contribute to creating happier workplaces. Those who can uplift their managers not only enhance their workflow but are likely to foster a more fulfilling business environment and, ultimately, improve their overall life satisfaction.

About Mizukara Co., Ltd.

Founded in July 2019 and based in Chiyoda, Tokyo, Mizukara Co., Ltd. operates under the ethos of "everyone has potential." They provide both individual and organizational coaching, focusing on self-discovery and development. By promoting self-development for individuals and organizational growth, they aim to address Japan's low work engagement levels and enable individuals and organizations to reach their goals.

To learn more about their various programs and initiatives, visit their official website here.
For inquiries regarding this publication, please contact Mizukara Co., Ltd. at [email protected].