Do employees really leave managers, not organisations?

In the realm of HR, the debate over what constitutes a fulfilling work environment is ever evolving. Among the myriad factors influencing employee satisfaction, one key issue stands out: the relative importance of having a good job versus a good manager. As organisations navigate the complexities of modern work dynamics, understanding the nuances of this dilemma is crucial for attracting and retaining top talent.

At first glance, it might seem that the nature of the job—its responsibilities, growth opportunities, and compensation—would be the primary driver of employee satisfaction. However, the belief that “people don’t leave organisations; they leave managers” has long been held as conventional wisdom. But is it true? Recent insights challenge this narrative, revealing that while management plays a role in employee retention, it is not the primary factor.

Didier Elzinga, Founder and CEO of Culture Amp, highlighted that popular claim lacks conclusive evidence. When Culture Amp’s former Chief Scientist Dr Jason McPherson analysed data from hundreds of organisations, the findings were clear: yes, bad managers contribute to turnover, but they are not the top reason employees leave.

In “good” organisations, where leadership is strong and development opportunities are abundant, the role of a manager becomes crucial. Good managers in these environments can significantly boost employee engagement and retention. But in “bad” organisations, even good managers have little impact on retention. The data suggested that leadership and development opportunities are far more critical in keeping employees engaged. In fact, leadership influences employee commitment more than managers, with 28% of employees citing leadership as a key factor in their decision to stay, compared to only 12% for managers.

This insight shifts the focus for organisations aiming to improve retention. Instead of solely addressing management issues, organisations should prioritise creating strong leadership and robust development opportunities. Elzinga emphasised that while managers do matter, the overall system and culture plays a much larger role in employee satisfaction and retention.

READ MORE: Bad leadership, not bad employees, is at the heart of ‘quiet firing’

Moreover, Gallup’s findings also stressed the importance of proactive management. With 42% of voluntary leavers reporting that their departure could have been prevented, it is clear that managers need to engage more regularly and meaningfully with their teams. Conversations about career advancement, compensation, and organisational challenges can significantly reduce turnover.

In conclusion, while there is some truth to the saying that employees leave managers, not organisations, it oversimplifies the complex reality of employee turnover. Retaining talent requires more than just good management; it demands strong leadership, meaningful development opportunities, and a workplace culture where employees feel truly valued and supported.

So, what matters more to you—a great manager or a great job? Join the conversation by participating in our poll on LinkedIn.