skip to main content

Leadership & Management

What We Measure

Gallup measures U.S. employees' perceptions of their interactions with leaders and managers, as well as their experiences related to performance management in their organization.

Trust in Leadership

I trust the leadership of this organization.
Strongly Agree
Why it matters

Why Does Leadership and Management Research Matter?

By examining employee perceptions of leadership, management and how employees experience performance management in their organization, leaders discover opportunities to implement best practices that can positively affect their organizational outcomes.

Explore our latest insights for these three areas:

Leadership | Management | Performance Management


Why Employee Perceptions of Leadership Matter Trust, compassion, stability and hope -- these are the four most important traits that followers, including employees, need leaders to exhibit. When leaders meet these needs in the workplace, employees feel more involved in their company, and their engagement and, therefore, their performance and business outcomes improve. For example, employees who strongly agree they trust the leadership of their organization are 4.0 times as likely to be engaged.


Why Employee Perceptions of Management Matter Great managers coach people to succeed. They communicate clearly, support and advocate for employees, and cultivate the type of work environment that breeds innovation and collaboration.

Most employees indicate their manager is not fulfilling these responsibilities. Effective manager development, which trains managers to be a coach, not a boss, provides employees with the type of manager who helps them achieve the best possible outcomes.

Performance Management

Why Exceptional Performance Management Matters Traditional performance management practices, with decades-old, rigid and frustrating review processes, are not only antiquated -- they're ineffective.

Shifting from a mindset of traditional to re-engineered performance management requires managers to think of themselves as coaches, not bosses. And when managers have timely, performance-related conversations that reflect this principle, manager-employee interactions feel encouraging, engaging and rewarding in ways that annual reviews do not.

Results for the Gallup poll of U.S. employees are based on self-administered web surveys of a random sample of adults who are aged 18 and older, working full time or part time for organizations in the United States, and members of the Gallup Panel. Gallup uses probability-based, random sampling methods to recruit its Panel members. Gallup weighted the obtained samples to correct for nonresponse. Nonresponse adjustments were made by adjusting the sample to match the national demographics of gender, age, race, Hispanic ethnicity, education and region. Demographic weighting targets were based on the most recent Current Population Survey figures for the aged 18 and older U.S. population. In addition to sampling error, question wording and practical difficulties in conducting surveys can introduce error or bias into the findings of public opinion polls.

In line charts on this webpage, Gallup labels data points with a year and month. Years that have only one data point labeled with the year and "Jan" (abbreviated for "January") reflect annual survey results. Years that have one data point labeled with a specific month besides January or that have multiple data points labeled with specific months reflect results obtained during the noted month(s). When Gallup’s survey field dates for one data point occur in more than one month, Gallup labels the data point with the ending month.

Related Content

How Leaders, Managers and Performance Management Affect Employee Experiences at Work

These data are more than just numbers. Explore this content for coverage of how to modernize performance management and meet employees' evolving needs regarding their leaders and managers.

Featured Article

Workplace Leadership Is at a Tipping Point

Today's business leaders are fighting for control of their workforce and financial future, but there's a big problem for those trying to regain power through command-and-control performance management: It has never worked. Discover a new approach that does.

Read Moreabout Workplace Leadership being at a Tipping Point

Featured Article & Video

Quiet Firing: What It Is and How to Stop Doing It

Did you know that many well-intentioned managers may be quietly firing their team members without even realizing it? Learn the three serious mistakes our experts say often lead to quiet firing, and watch a quick video to learn more.

Read More and Watchabout Quiet Firing: What It Is and How to Stop Doing It

Featured Article

5 Ways Leaders Can Prepare for the Next Recession

We can't predict the future, but we can absolutely prepare for it. Discover five concepts leaders should keep in mind to prepare for an economic downturn.

Read Moreabout Quiet Firing: What It Is and How to Stop Doing It
Next Steps

How Does Your Workplace Compare?

Global and regional data tell a story -- but the story of your organization is different. Check out the resources below for your next steps:

Develop leaders and managers at all levels. Explore Gallup's leadership development framework and learn more about how we can help build your company's leadership strength.

Transform your managers into coaches. Discover the principles, tools and techniques taught in Boss to Coach to help bosses at your organization become truly inspiring coaches.

Shift your focus to performance development. Learn more about our research on the power of embracing performance development over traditional performance management.

Get Connected