Organizations may be placing employees into management roles without ensuring they actually want or are prepared for the job, according to new research highlighted by Harvard Business Review. The analysis suggests weaknesses in management selection contribute to declining manager effectiveness, employee dissatisfaction, and retention risks—issues with clear implications for laboratory leadership.
The data cited in the reporting point to a growing management challenge. In Gartner surveys, only 35 percent of HR leaders reported satisfaction with mid-level managers' effectiveness, and just 27 percent with frontline managers. Employees report similar concerns: only 38 percent said they were satisfied with their manager’s quality, and just over half indicated they trust their manager.
One contributing factor is reluctance toward the role itself. A May 2025 Gartner survey of 3,000 employees, cited in Harvard Business Review, found that one in four managers would prefer not to be people managers, up from one in five two years earlier. When individuals assume leadership positions without genuine interest or preparation, engagement and performance often suffer.
The findings align with previous research showing organizations frequently promote employees into management roles without adequately assessing leadership capability, highlighting broader systemic challenges in management selection.
How management selection influences manager effectiveness
Managers who do not want the role may lack commitment to leadership responsibilities such as coaching, performance conversations, and team development. Research cited in the Harvard Business Review’s analysis found that highly engaged managers are nearly four times more likely to be high organizational contributors, more than twice as likely to intend to stay, and three times more likely to demonstrate discretionary effort compared with less-engaged peers.
For laboratory environments, where staffing constraints, regulatory expectations, and technical complexity intersect, ineffective management can amplify operational challenges. Poor communication, unclear expectations, and reduced team engagement can influence productivity, safety culture, and retention.
The research also highlights structural causes behind the problem. Many organizations select managers based primarily on past technical performance rather than leadership potential. In one survey cited by Harvard Business Review, 79 percent of HR leaders said high individual performance strongly influenced management selection decisions, while only 22 percent prioritized pre-management assessments.
Improving management selection before promotion
One of the most effective interventions is giving prospective managers realistic exposure to the role before promotion decisions are made. Simulations, mentorship, and candid conversations with current managers can help candidates understand the complexity and demands of leadership.
However, according to an analysis by Harvard Business Review, fewer than one-third of managers report receiving such preparation before entering the role. Providing opportunities to experience challenging aspects of management—such as difficult conversations or workload prioritization—can help individuals determine whether leadership aligns with their interests and strengths.
Another recommended strategy is to offer non-punitive off-ramps during the selection process. Allowing candidates to decline management roles without career penalties reduces the likelihood that reluctant managers will enter leadership positions.
Addressing reluctance among current managers
For individuals already in management roles, the research suggests distinguishing between entrenched reluctance and addressable challenges.
Entrenched reluctance may stem from a fundamental dislike of leadership responsibilities and may require role reassignment. Addressable reluctance often results from overwhelm or lack of confidence and may respond to targeted development.
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Habit-building approaches can help reduce cognitive load. Structured practices—such as scheduling focused work periods or creating routines for common management tasks—can improve confidence and reduce perceived difficulty. Coaching that connects leadership skills to personal experiences may also strengthen self-efficacy.
The findings highlight a broader leadership lesson: technical expertise alone does not predict manager effectiveness. Laboratory organizations frequently promote high-performing scientists into supervisory roles, but without preparation or motivation, those transitions may create unintended risks.
Proactively evaluating leadership interest, providing development opportunities, and supporting managers after promotion can improve both manager effectiveness and team performance. As organizations face ongoing workforce pressures and skills shortages, ensuring the right individuals enter management roles may become increasingly important for maintaining stability and productivity.
This article was created with the assistance of Generative AI and has undergone editorial review before publishing.
