FY 2025–26 · Annual Report
Drawing on insights from 24,315 managers and 132,932 feedback givers, this year's report asks a hard question: is the AI era quietly eroding people leadership?
People Manager Effectiveness Index
The sharp decline in FY 2025-26 suggests managers may be nearing a pressure threshold in today's AI-era workplaces.
Editor's Note
As organisations demand greater agility and continuous adaptation, managers are finding it harder to balance operational delivery with the coaching, listening, and support behaviours employees expect. This year's findings capture both the strengths and the strain and what it means for the future of people leadership.
Generations
Gen Z scored 85 on the Effectiveness Index the highest of any generation driven by stronger Connect, Develop and Inspire behaviours.
Section 3
Burnout
Teams under Great People Managers report just 12% burnout, versus 27% under Aspiring Managers competence and care together matter more than either alone.
Section 2
Blind Spots
The top 5 self-rating gaps: Care for Individual, Psychological Security, Development Focus, Seeking Suggestions, Fair Treatment.
Section 2
Table of Contents
The Making of a Great Manager to Work With®
Across the dataset, the certification consistently predicts retention, promotion, and goal clarity — far beyond what other managers deliver.
More likely to provide better goal clarity to teams
More likely to be promoted than other managers
Manager-induced retention, vs. 39% for others
Higher on Psychological Security than other managers
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