Leadership Effectiveness Feedback

Strategic Alignment
72.7%
Direct Manager Effectiveness
67.4%
Senior Leadership Trust
66%
Communication & Change Management
63.7%
Leadership Insight
Executive Summary

All four leadership dimensions fall within the Amber range.

Employees generally understand the organisation's strategic direction, but confidence declines when leadership is evaluated through day-to-day experiences, communication effectiveness and management behaviours.

Manager & Leadership Detail

Direct Manager Effectiveness
67%
Knowledgeable
68.9%
Earned my respect
57.8%
Defines good performance
60%
Conveys expectations clearly
55.6%
Good role model
53.3%
Manages talented people
51.1%
Manager Support & Wellbeing
Employee perceptions of managerial support for work-life balance
54.3%
Employees feel moderately supported by their managers in balancing work responsibilities and personal wellbeing.
High Support
31%
Low Support
40%
Key Insight — Direct Manager Effectiveness
Employees view their direct managers with moderate approval. Managers are seen as reasonably effective and fairly knowledgeable. Clear gaps exist in conveying expectations, defining good performance, and managing talented people. Managers have a decent foundation but need to improve in communication, leadership visibility, and talent management.
Alert — Manager Support & Wellbeing
Manager support for employee wellbeing remains a potential leadership risk area. Strengthening coaching, flexibility and work-life support practices could improve employee experience and long-term engagement.
Senior Leadership Trust
66%
I trust leaders to achieve goals
57%
In touch with change methods
58%
Leaders lead by example
57%
In touch with ground realities
49%
Key Insight

Employees show moderate trust in senior leadership overall. Leaders are seen as somewhat capable of achieving goals and reasonably in touch with new change methods.

The lowest-rated area is being in touch with ground realities, indicating that senior leaders are perceived as somewhat disconnected from day-to-day operations and employee challenges.

This highlights an opportunity for leadership to improve visibility, demonstrate stronger role modeling, and stay better connected with frontline realities to build greater trust and confidence.

Communication & Change Management

Communication & Change Management
How effectively information flows across the organisation
64%
Internal comms are effective
51%
Changes are effectively communicated
44%
Key Insight

The general flow of information across the organisation is viewed as reasonably effective, internal communications are seen as only somewhat effective

This suggests that while basic information sharing works adequately, the organisation struggles with clear and timely communication during periods of change. Improving change-related messaging would help reduce uncertainty and increase employee buy-in.

Strategic Alignment & Organisational Direction
Employee understanding of organisational goals, values and strategic priorities
73%
Aware of GA values
78.8%
Understand GA goals for FY2024
75.5%
Know how I fit into org goals
71%
GA values visible in daily work
65.4%
Key Insight

Employees demonstrate good awareness of GA values and a solid understanding of the organisation’s goals for FY2024. Most employees also understand how their role contributes to overall organisational objectives.

the lowest score relates to how visible GA values are in daily work, suggesting that while employees know the values and goals, they do not consistently see them being lived out or reinforced in everyday operations.

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Seasoned Employees, Sceptical Minds
The bottom line
The results show a clear and consistent decline in leadership trust as employee tenure increases. New joiners report the highest trust , but this drops steadily across longer-serving groups, reaching the lowest level among the Founding Cohort.

This pattern indicates that initial optimism fades over time as employees gain greater exposure to organisational realities, leadership decisions, and change initiatives. The founding cohort’s lower trust is particularly important, as these employees have the longest organisational memory and deepest insight into leadership effectiveness.