What Makes a Good Manager? Research-Backed Behaviors

Seventy-five percent of employees in our study have worked with their current manager for more than a year, and nearly two-thirds call that person the best manager they’ve ever had.The influence of great management extends to business outcomes and employee health. Successful managers build cultures people want to stay in, turn employees into brand ambassadors, and attract new talent through positive word of mouth.

What behaviors separate great managers from poor ones? And how does management quality affect business performance and employee experience? What behaviors are most commonly exhibited by bad managers? And perhaps most importantly, what impact does great (and not so great) management have on business performance and the employee experience?

Our research examined these questions across 3,000 employees and managers. The report, The Management Behaviors That Make (or Break) a Great Employee Experience, analyzes survey data from 1,500 employees and 1,500 managers to identify which specific behaviors drive engagement and which behaviors damage it.

What distinguishes good managers from bad managers?

We gathered insights from two perspectives: employees and managers.

• Clear, motivating leadership

• Consistent two-way communication

• Strong time and task organization

• Respectful delegation and coaching

• Confidence that builds team trust

We surveyed 1,500 individual contributors across industries about their managers' behaviors, workplace perceptions, engagement levels, and well-being. We also surveyed 1,500 managers about their own behaviors and development needs.

• 75% of employees have worked with their manager for 1+ years.

• 64% rate their current boss as their "best ever."

• 24% rate their current boss as their "worst ever."

• 66% would take their manager's job if given the chance.

Both managers and employees ranked information transfer, recognition, and positive feedback as the most important management behaviors. Top-rated managers accurately assessed their own performance, but struggling managers overrated themselves, showing a lack of self-awareness.

Employees and managers disagreed most on responsiveness. Employees rated it highly important, while managers ranked it lower. Employees with highly responsive managers reported them as the best, while unresponsive managers were often cited as the worst. Managers consistently overestimated their responsiveness compared to employee ratings.

While most managers reported ample formal management training, additional coaching was desired by many, particularly for improving communication. Although a human coach was the preferred choice, a large number were open to AI-powered development solutions that offer scalable, cost-effective support for busy leaders.

Where do managers and employees misalign on communication?

Managers and employees disagree sharply about communication frequency and quality.

• 50 % of managers say they start conversations; only 21 % of employees agree.

• 33 %+ of employees want more frequent check-ins.

• Fewer than half say their manager initiates one-on-ones.

Good managers are great communicators, so closing these gaps remains a priority.

This communication gap matters because employees who benefit from one-on-one meetings are 43x more likely to rate their manager as the best they've ever had. Around two-thirds of employees found one-on-one meetings beneficial, with those reporting high benefits from these interactions being 43x more likely to rate their manager as the best they've ever had. Even skilled managers misjudge their communication effectiveness. Organizations must use employee feedback to show managers where their perceptions diverge from reality.

How do great managers improve business outcomes?

Employees who rate their boss as the best they’ve had experience measurable benefits:

• Higher engagement and discretionary effort

• Stronger advocacy for the brand

• Better overall health and well-being

• Greater intention to stay long term

A good manager empowers and motivates employees, creating an environment that supports innovation and balanced workloads. By contrast, poor management drives stress, lost productivity, and spill-over effects at home.

Great management also influences positive perceptions of daily work experiences. Around 80% of employees under the best bosses report favorable interdepartmental cooperation, compared to only 25% under the worst bosses. They're more likely to align with the organization's future vision, feel supported in career development, and report a sense of belonging. Furthermore, they report manageable workplace stress, reasonable workloads, and better work-life balance.

What five qualities do employees want most in a manager?

• Shares clear information quickly

• Recognizes good work

• Gives specific, helpful feedback

• Responds to questions in a timely way

• Holds regular one-on-one meetings

Teams whose managers show these behaviors are 2.5 times more likely to be fully engaged. Download the full report for more data.

How does a manager’s responsiveness affect employee engagement?

Employees who rate their boss as responsive are far more likely to call that boss their best ever. Responsive managers lift engagement, advocacy, and retention by about 2.5 times compared with unresponsive peers.

Which behaviors do employees associate with poor managers?

Staff most often point to three problems: holding back information, ignoring accomplishments, and failing to reply to questions. Workers under these managers report higher stress and lower productivity.

How can organizations help managers build better communication skills?

Sixty-eight percent of managers in our survey asked for extra coaching on communication. Short, ongoing coaching sessions, feedback tools, and peer mentoring meet that need better than one-off workshops.

How can Perceptyx help you develop world-class managers?

The full report identifies which specific management behaviors drive 2.5x higher engagement and provides coaching frameworks to develop these behaviors at scale. Click here to download the report.