Addressing Gaps in Leadership for Improved Employee Health and Happiness.

In today's fast-paced work environment, employee well-being has become a pressing concern for many organisations. A recent study reveals some intriguing insights into the current state of employee well-being and the disconnect between leaders and employees.

Ninety-six percent of managers agree they bear the responsibility of supporting employee well-being, yet only 71% of employees believe their co-workers genuinely care about their well-being. This discrepancy highlights the need for improved communication and understanding between leaders and employees.

Healthy leaders can inspire healthier teams, but only 16% of workers perceive transparency from leaders regarding personal well-being information. To address this issue, leaders must adopt targeted measures to improve transparency and build trust.

The study also found that 84% of respondents prioritise improving their well-being, with 74% ranking it above career advancement. However, a perception gap exists between leaders and employees regarding employee well-being, with leaders overestimating improvements in employee health.

Generational expectations are shaping workplace demands, with millennials and Gen Z comprising 67% of the workforce. These generations place a high emphasis on well-being, putting pressure on leaders to make meaningful progress in this area.

To reverse the decline in well-being and rebuild trust, leaders must tackle the identified disconnects. Some leaders, such as Peter McDermott, head of Corporate Affairs practice in North America at Korn Ferry, and Tamara Rodman, senior client partner in Culture, Change, and Communications at Korn Ferry, are taking steps to bridge the gap. They emphasise restoring emotional intelligence, improving communication through middle managers, and rebuilding trust to reconnect leaders with frontline workers.

Although 94% of leaders claim steps are being taken to address well-being, employees remain unconvinced that these actions meet expectations. Despite 70% of employees reporting access to well-being benefits, many find these offerings misaligned with their needs or poorly communicated, with only 43% being satisfied.

Finally, although 89% of executives believe their organisation advances human sustainability, only 41% of employees agree. This disparity underscores the need for leaders to take a more proactive and transparent approach to addressing employee well-being and sustainability.

In conclusion, bridging the gap between leaders and employees regarding well-being in the workplace is crucial for fostering a healthier, more productive workforce. By adopting targeted measures and improving communication, leaders can rebuild trust and reconnect with their employees, ultimately leading to a more sustainable and successful organisation.