Managers across the US are overseeing more direct reports than in previous years, a workforce shift that is reshaping how organizations structure teams and distribute supervisory responsibilities.
Analysis from Gallup found that the average number of employees reporting to a manager increased to 12.1 in 2025, up from 10.9 the year before, continuing a long-term move toward a wider manager span of control. Organizations often pursue flatter structures to streamline operations and reduce overhead, but the data shows that expanding manager span of control alone does not consistently improve performance.
The change has not been uniform. Gallup reported that the median manager span of control remains five to six direct reports, indicating that a relatively small number of very large teams is driving the increase in the national average. Roughly two-thirds of managers oversee fewer than 10 employees, while about 13 percent manage teams of 25 or more. This distribution suggests organizations are selectively widening spans of control rather than applying flatter structures across all roles.
Manager span of control and employee engagement
As manager span of control increases, employee engagement becomes a defining variable. Gallup’s analysis of more than 92,000 teams across industries found that engagement strongly influences how larger manager spans of control affect productivity, well-being, and retention. Small and mid-sized teams with high engagement consistently showed stronger outcomes. For teams with 20 or more direct reports, results varied widely depending on how teams were managed and supported.
The findings indicate that larger manager spans of control can function effectively, but only when engagement remains strong. Where engagement declines, performance outcomes become less predictable as team size grows.
Manager workload and engagement pressures
Manager workload further constrains the extent to which supervisory responsibilities can expand. Nearly all managers included in the analysis reported maintaining individual contributor responsibilities alongside people management, spending a median of 40 percent of their time on non-managerial work. As manager span of control increases, engagement declines more sharply among managers carrying heavier hands-on workloads.
This pattern highlights a structural tension: expanding manager span of control without reducing individual contributor demands compresses the time available for coaching, feedback, and oversight.
What growing manager spans of control mean for lab staffing decisions
Although the Gallup analysis examines workforce trends across industries, the findings offer practical guidance for lab staffing decisions as teams grow. As laboratories consolidate roles, expand centralized services, or adopt automation, managers are increasingly asked to supervise larger teams while maintaining technical and operational responsibilities.
The data suggest that expanding manager span of control is most effective when labs account for three factors:
- Manager workload and engagement: Supervisors carrying heavy individual contributor responsibilities show declining engagement as team size increases, limiting oversight capacity
- Employee engagement levels: Larger teams perform more consistently when engagement remains high, particularly in environments that rely on standardized workflows
- Feedback practices: Regular, meaningful feedback supports engagement across all team sizes, reducing variability as spans of control widen
For lab leaders evaluating staffing models, the findings reinforce that manager span of control should be treated as an operational decision, not a cost-saving shortcut. Expanding team size without adjusting workload expectations or communication practices may increase risk in quality, safety, and day-to-day performance rather than improve efficiency.
This article was created with the assistance of Generative AI and has undergone editorial review before publishing.
