Islanders give their bosses 6.2 out of ten

ISLANDERS would on average rate the quality of leadership where they work as 6.2 out of ten, according to a recent survey.

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The initiative is the brainchild of Leadership Jersey, which, working in partnership with the JEP, sought to gain a better insight into how employees perceive their bosses in various sectors of the economy.

The independent report, carried out by Emma-Louise Veitch of allthingscustomer.co.uk, also found that the top five people Jersey residents consider to be great leaders are Barack Obama, Winston Churchill, Nelson Mandela, Jacinda Ardern and Richard Branson.

Altogether 720 Islanders, with a roughly equal gender split, were surveyed by Ms Veitch, an entrepreneur who describes herself as a customer service expert.

‘Overall, respondents rated an average of 6.2 when asked how they would rate the overall quality of leadership within their organisation,’ the report says.

‘When rating the overall culture within their organisation, the average was 6.4. When considering how they were supported by the organisation during the coronavirus pandemic, they rated an average of 6.9.

‘During this same period, the same responders rated the support from the person they report to as 6.6, highlighting the possibility that employees felt as if their managers were not flowing the organisational support downwards as well as it could have been. The lowest score for organisations is for diversity within the senior management team, an average of 5.1.’

The survey says that Islanders feel attributes of a great leader include good communication, integrity, being inspirational, honesty and being visionary.

When asked to comment on what makes a great leader, one respondent said: ‘A person who has great integrity, excellent communication at all levels, someone who respects individuals for their individual skills, an authentic person willing to support employees and be respectful.

‘Someone who will have a non-judgmental approach and promote a better-working-together environment.’

Another added: ‘Ability to articulate strategic objectives, praises when praise is due, equally can be civil and coaching when things could have gone better, doesn’t take personal credit for the work of the talent that reports to them, instead ensuring they are called out for exemplary output and behaviours.’

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