1 in 4 managers in Singapore say leaders don't empower them enough

Close to 1,400 managers across Singapore, Hong Kong and China were asked to rate their line leaders - and at least one in every four respondents said their leaders are ineffective at connecting with them on a personal and emotional level.

In Singapore, this dissatisfaction was expressed by 32% of responding managers, while in Hong Kong, this dissatisfaction (30%) tied with managers rating their leaders ineffective at giving praise and recognition, as well as setting clear expectations (30% each).

The findings from Roffey Park's latest research on Working in Asia also pointed to leaders in China considered ineffective as empowering employees to make decisions (25% of respondents).

On the flipside, HR managers in Singapore were least worried about their leaders being able to manage across cultures and time zones, with just 17% rating their leaders ineffective at this skill.

In Hong Kong, managing a multi-generational workforce seemed to a leadership skill relatively prevalent, with less than one in five HR managers calling out their leaders for it (19%).

In comparison, fostering a close relationship with HR was the least area of concern in terms of leadership gaps witnessed by HR managers in China (12%).

Lead image: 123RF