Are you satisfied with your job? If so, it’s likely not just due to your salary, although that remains an important factor. More often, it’s related to having a supportive manager. Research consistently shows that employee satisfaction is significantly influenced by the quality of their managers.

This concern is heightened by a recent report from Gallup, which has been analyzing global workplace trends since 2009. Although Gallup is commonly known for political polling, its core focus involves surveying workers and their supervisors worldwide. Over the past two decades, it has collected data from 27 million employees.

The latest report, released for 2025, highlighted a concerning decrease in manager engagement—from 30 percent to 27 percent. The term “engagement” refers to individuals who are notably involved in and enthusiastic about their work. According to Gallup, these engaged individuals act as psychological ‘owners,’ significantly impacting performance and innovation within their organizations.

This declining engagement figure doesn’t just have global implications; it reveals troubling regional statistics as well. In the UK, for instance, only a mere 10 percent of managers reported feeling engaged.

Gallup’s analysis suggests that over two-thirds of employee engagement can be attributed to the engagement levels of managers. The organization issues a stark warning: “If manager engagement continues to slide, it will adversely affect overall engagement and productivity in global workplaces.”

This raises the question: What is causing such a drop in morale among managers?

Some might point fingers at the arrival of Gen-Z employees and their preferences for remote work, personal time off for pet care, and mental health considerations.

However, this perspective may overlook the complexity of managing a hybrid work environment, which poses significant challenges for managers of all ages. The function of a manager has evolved significantly over recent years. Instead of just overseeing budgets and conducting annual evaluations, managers now find themselves fulfilling roles as mentors, confidants, motivators, and even entertainers.

One manager overseeing a team of 45 explained that inflation over the past few years had allowed some managers to conceal operational deficiencies. “Raising prices is far easier than managing personnel,” she remarked. With the current economic pressures related to tariffs, increased insurance costs, and technological advancements like AI, many managers face daunting challenges that contribute to their feelings of despair.

Jim Harter, Gallup’s chief scientist and a contributor to the report, noted that many managers feel overwhelmed by rising expectations. He pointed out that customer demands are shifting, budgets have changed significantly, supply chains have become more complex, and the rapid growth of AI represents a major transformation across various industries.

A part of the issue is the unfortunate reality that not all capable professionals make effective managers. In my experience, I’ve seen talented journalists promoted to editorial roles where they struggled to lead a team successfully.

The skills required to secure a scoop are vastly different from those needed to inspire and manage a group of colleagues. This mismatch occurs in various sectors, including law, hospitality, and retail, where excellent performance doesn’t always equate to leadership skills.

As one frustrated manager expressed, “I can only advance my career by taking on a managerial role, which means spending less time on the work I actually enjoy. To receive a pay rise, becoming a manager was my only option.”

Gallup estimates that only 10 percent of workers possess inherent managerial talent. However, an additional 20 percent have basic managerial traits and can thrive with proper coaching and development.

This brings into question how many organizations invest in training their managers. While some might offer advanced programs for senior management, the majority of individuals promoted to supervise teams receive minimal training—often limited to brief online sessions alongside basic health and safety courses. In fact, only 44 percent of managers globally report having undergone any form of leadership training.

The encouraging news, according to Harter, is that solutions exist. Having studied workforces for nearly four decades, he maintains that effective management is not overly complicated. In fact, some organizations report employee engagement levels soaring as high as 70 percent.

To become effective, managers should focus on three key areas. First is role clarity: “Managers must excel at setting clear expectations for employees. When role clarity diminishes, individuals may feel increasingly disconnected from the organization.”

The second aspect is communication: “Ongoing discussions with each employee are crucial.” The final area is accountability. Managers might offer increased flexibility, such as remote work, but it is essential to clearly communicate performance expectations.

While it might be tempting to overlook the struggles your boss is facing, their dissatisfaction can have a ripple effect on your own workplace experience. Ensuring your manager is happy could, in turn, enhance your job satisfaction.