“Team dynamics are not just about working together; they are about understanding, adapting, and thriving on the diverse strengths and perspectives each member brings to achieve a common goal.”
A manager “winding down” as they approach retirement can impact the team, often subtly but meaningfully. Here’s how it might influence different aspects:
1. Performance and Motivation:
If the manager is less engaged, the team might perceive that as a signal that effort isn’t as necessary. Without active encouragement or drive from the top, employees could become more passive, reducing their productivity or innovation. On the other hand, if team members are highly self-motivated, they might sustain their efforts but feel unsupported, which can still affect morale.
2. Behaviour and Culture:
A manager winding down can lead to a “holding pattern” culture, where the team only maintains existing processes instead of pushing for improvement. If the manager isn’t modelling enthusiasm for growth, others may follow suit, potentially creating a culture of complacency. Team members might hesitate to propose new ideas or take risks, knowing they may not receive active support or attention.
3. Career Progression and Development:
A retiring manager may be less likely to focus on nurturing talent or championing individuals for promotions. Employees who are ambitious may feel stalled if they sense there’s limited guidance or opportunities to advance, which can lead to disengagement or even turnover if they seek progression elsewhere.
In some cases, though, teams might adapt and step up, filling the gap left by the manager. High-performing individuals may view this as an opportunity to take on new responsibilities, which could positively impact their development. However, it often depends on the manager’s openness to this shift and the overall company culture.
What does research show?
Research shows that organizations can significantly benefit from supporting middle managers, especially through development and role-clarification initiatives. Studies indicate that middle managers are essential for maintaining organizational cohesion and enabling growth, yet they are often under-resourced and overly burdened with bureaucratic tasks.
For instance, a McKinsey study highlights that middle managers who receive clear role expectations, targeted training, and structural support can reduce attrition, enhance employee well-being, and drive better financial performance for their companies. This aligns with findings from the University of London and other institutions, which show that empowering managers with skill development opportunities fosters better leadership, translating into higher employee satisfaction and retention.
Research also underscores the importance of growth and succession planning for younger employees, especially in companies where senior employees remain in positions longer. A study from Northwestern University, examining Italy’s retirement policies, found that delays in senior employees’ retirements can restrict younger employees’ wage growth and advancement opportunities. Firms can address this by ensuring robust growth opportunities, which allow career paths for younger employees without requiring current leaders to exit. Expanding into new markets or creating alternative advancement paths are among the recommended solutions to prevent bottlenecks and retain top talent.
Sources:
– McKinsey: Impact of cohesive management behaviours and effective middle manager support on organizational health and performance.
– Northwestern University: Effects of delayed retirements on younger workers’ career progression and wages.
In the UK, research has explored the effects of age on team performance, particularly around the implications of an ageing workforce, such as the impact of older employees nearing retirement. Bayes Business School and the National Institute of Economic and Social Research found that workforce age composition generally has little effect on financial or operational performance in private-sector workplaces. Their study suggests that while older employees may not significantly change team productivity, managers’ perspectives on age diversity still influence workplace dynamics.
For further details, Bayes Business School offers insights on the topic in their study on the age profile of the workforce.
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