UK suffers from a major disconnect between leaders and employees

The UK is experiencing one of the largest disconnects in ‘proximity leadership’ between senior management and employees, according to a new European Workforce Study from Great Place To Work. Part of the organisation’s Leadership in Focus series, the study surveyed nearly 25,000 employees across 19 European countries and found a troubling gap between how leaders perceive their management style and how it is experienced by their teams. Proximity leadership refers to the ability of managers to build trust through regular, meaningful engagement—whether in-person, remote, or hybrid. It’s not about physical closeness, but about emotional and psychological presence: showing genuine interest, encouraging participation, listening actively, and recognising contributions.

In the UK, this form of leadership appears to be significantly lacking. The country recorded the second-largest gap in perception between what leaders think they’re delivering and what employees say they experience. For instance, only 45 percent of UK employees believe that management involves them in decisions that affect their work. In contrast, 77 percent of senior leaders believe they are doing this—an enormous 32 percentage point difference.

Similar discrepancies were revealed across a range of areas. Just 47 percent of employees say their leaders show interest in them as people, compared with 79 percent of senior leaders. Meanwhile, only 48 percent feel that their suggestions are genuinely considered, while 82 percent of leaders believe they’re open to ideas. Appreciation and recognition also fell short, with only 49 percent of staff saying they feel their efforts are valued, versus 80 percent of leaders who think they show appreciation.

Overall, only 53 percent of the European workforce report experiencing proximity leadership, with the UK just slightly above average at 54 percent. Northern European countries lead the way, with Denmark, Sweden, the Netherlands, and Switzerland all scoring 60 percent or higher.

Interestingly, hybrid workers are most likely to benefit from proximity leadership. Sixty percent of hybrid employees say their leaders display strong proximity skills, compared with 49 percent of remote workers and 53 percent of those working entirely on-site. This finding challenges the assumption that proximity leadership depends on physical closeness—it’s the quality of interaction, not location, that matters most.

Employees also identified the five traits they most value in senior leadership: approachability and good listening skills; a genuine commitment to wellbeing and development; transparency and clear communication; integrity and ethics; and the ability to provide a clear vision.

Luciana Barchet, Senior Consultant at Great Place To Work UK, stressed the need for a strategic rethink in leadership approaches:
“Effective proximity leadership requires more than good intentions. It’s about building authentic, trusting relationships that support employee engagement and performance. UK organisations must empower leaders and employees alike to contribute meaningfully to decisions and align with shared goals. Recognising effort, fostering open dialogue, and strengthening relational capabilities should be core to any leadership development programme.”

She added that true proximity leadership not only boosts performance and retention, but also helps to build the strong cultural foundation necessary for long-term organisational success.

To read the full Leadership in Focus report, visit: https://uk.greatplacetowork.co.uk/leadership-in-focus-series