New research reveals the potential impact of poor leadership in SMEs on productivity and staff retention
The extent of poor SME leadership in the UK has been revealed in new research out today, with 45 per cent of SME employees having quit a job because of a boss, while four in ten do not feel trusted or valued by their current boss. The research also revealed that 60 per cent of UK SME employees believe the business would work better if they were left to get on with their job, while 40 per cent of respondents believe the boss interfering in their role adversely affects company productivity. Forty-two per cent of SME employees surveyed felt they could do a better job than their current boss.
Alister Esam, CEO of Process Bliss, commented,
Being a strong and effective SME leader is one of the toughest challenges someone can face. People always assume that because someone is ‘the boss’ they know exactly what they are doing, but the truth is that many bosses are simply making it up as they go along. A good leader will support the business and make sure it has what it needs to be successful, ensuring that employees are empowered to make their own decisions and are motivated and happy in their role.
Some of the main criticisms of SME leaders involve bosses unable to delegate properly or avoid overly interfering in people’s work. The principal faults as identified by survey respondents were: demonstrating obvious favouritism towards certain colleagues in the workplace (27.5 per cent); taking credit for your work (27 per cent); micromanaging you and your work (27 per cent); not being clear when asking for a job to be done (25 per cent); not acknowledging or giving thanks when you do a good job (23 per cent). There were also some marked differences between male and female bosses. Male bosses were rated worse for micromanaging, delegating too much, taking credit for others’ work and not being clear when asking for a job to be done, while female bosses were worse for demonstrating obvious favouritism towards certain colleagues and for trying too hard to be a friend.
Alister Esam continues,
I would encourage any SME leader to take the role of ‘boss’ as seriously as possible – speak to peers, network and take professional advice wherever possible. There are many leadership styles and each boss must find what works best for them, but clearly issues such as micromanaging and being unclear when instructing about a task are causing employees at UK SMEs to leave their role and impacting on company productivity. Working with functioning processes can be a great asset here – people know what they are doing and accordingly, bosses shouldn’t feel the need to interfere.
There was some positive news for SME bosses that emerged from the research. Half of respondents said that they found their boss inspiring, while 58 per cent said that their boss is open to being challenged. When asked to give their boss an overall rating out of ten, the average figure for UK SME bosses emerged as 6.7.
Alister Esam concluded,
A rating of almost seven isn’t too bad and shows that many UK SME bosses are broadly on the right track. But that’s not to say there aren’t things to work on. The research demonstrates some key areas to start on and also that leadership as an overall concept needs to be given the training and focus such an important position requires.
*by Process Bliss
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Aphrodite is a creative writer and editor specialising in publishing and communications. She is passionate about undertaking projects in diverse sectors. She has written and edited copy for media as varied as social enterprise, art, fashion and education. She is at her most happy owning a project from its very conception, focusing on the client and project research in the first instance, and working closely with CEOs and Directors throughout the consultation process. Much of her work has focused on rebranding; messaging and tone of voice is one of her expertise, as is a distinctively unique writing style in my most of her creative projects. Her work is always driven by the versatility of language to galvanise image and to change perception, as it is by inspiring and being inspired by the wondrous diversity of people with whom paths she crosses cross!
Aphrodite has had a variety of high profile industry clients as a freelancer, and previously worked for a number of years as an Editor and Journalist for Prospects.ac.uk.
Aphrodite is also a professional painter.
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