Forty-two per cent of sector staff think their line managers are ineffective

Gary Browning of Penna, the HR consultancy that commissioned the research, says it shows more effective managers mean better performances

Gary Browning
Gary Browning

More than four out of 10 not-for-profit staff think their line managers are ineffective, according to research carried out by the Henley Business School.

The survey, conducted on behalf of the human resources consultancy Penna and the Chartered Management Institute, found that 42 per cent of 288 charity managers said their line managers were ineffective or highly ineffective.

Just over a third – 36 per cent – said their managers were effective, and 22 per cent praised them as highly effective.

The management and leadership study graded organisations according to senior managers’ views of business performance, employee productivity and staff turnover and absence.

Twelve per cent of the top performing organisations were charities, 13 per cent were from the public sector and the rest were private companies.

Charities spent an average of £1,133 per manager on management and leadership development, compared with £1,515 in the public sector and £1,416 in the private sector.

Not-for-profit organisations were more likely than public or private sector organisations to rate on-the-job training as effective.

Gary Browning, chief executive of Penna, said: "The research shows us that having an effective manager means employees get more effective development and feel more positive about their ability to manage their own careers."

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