A new study has found that over half (52%) of British workers in middle management roles and below do not view management as an aspirational career path – with many actively avoiding leadership responsibilities.
The research, commissioned by accreditation body Investors in People and carried out by YouGov, indicates that only 32 percent of respondents described management roles as inspirational or aspirational. In contrast, 40 percent saw them as necessary but unappealing, and 12 percent viewed them as overwhelming and undesirable.
The findings form part of Investors in People’s whitepaper The Broken Ladder, which aims to explore workforce attitudes toward management and identify actions for senior leaders.
The report notes a growing reluctance among employees to progress into management roles, raising concerns for future leadership development. Stress, lack of enjoyment in people management and insufficient pay are key deterrents.
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Stress and low perceived reward
The study found that over half (54%) of those not interested in becoming managers believe the role involves too much stress. This figure rises sharply to 68 percent among workers aged under 35. Within this younger group, 59 percent also say they do not enjoy managing people, compared to the average of 42 percent across all age groups.
The perception that the compensation does not justify the demands of a management role is more common among younger employees too. Thirty-eight percent of under-35s share this view, compared to an average of 30 percent. A preference for technical or specialist roles was cited by 25 percent of all respondents.
For those who would consider management, 42 percent said increased pay would be the strongest incentive. Career growth was mentioned by 28 percent, while 27 percent said they would like to make a positive impact on the business and others. One in four respondents said they enjoy developing people.
Middle management seen as high stress with limited rewards
The research confirms that many people already in management roles find them difficult. Seventy-four percent described middle management as stressful, while 51 percent believe it is high stress with low reward.
These findings help explain why a significant number of professionals are reluctant to pursue leadership roles. The perception of management as burdensome is contributing to a talent pipeline issue, as fewer employees see the transition into leadership as a desirable step.
Paul Devoy, CEO of Investors in People, commented, “As our whitepaper research explores, Great Britain has a reluctant manager problem. We have too many people in management positions who don’t want to or shouldn’t be managing other people (perhaps never receiving support to learn how to do so). As a result, we risk turning a generation of people off ever becoming managers.”
Leaders cite recognition and development as solutions
To support the research, Investors in People also surveyed 500 business leaders. When asked what could make management roles more attractive, 52 percent pointed to improved financial and non-financial recognition. Forty percent suggested better access to professional development, 37 percent favoured reducing administrative burdens and 36 percent emphasised clearer career progression.
These views are a close match to employee feedback. When asked what would make management roles more desirable, 55 percent of employees said good training and preparation before taking on the role would help. Recognition and rewards for good management were cited by 52 percent, while 49 percent called for more realistic workloads and fewer administrative tasks.
A clearer path to senior leadership was mentioned by 35 percent of respondents. Mental health and wellbeing support for managers was considered important by 30 percent, and 29 percent wanted more opportunities to give feedback on their role.
Ann Francke, Chief Executive of the Chartered Management Institute, said, “We do have a problem with management not being seen as aspirational. The acceleration of boom, bust and layoff cycles puts people off wanting to do management roles. Management matters at every level. When you have trained managers, you get better organisational outcomes and better employee engagement. But this isn’t going to happen by osmosis: you’ve got to work at it.”
