Key Management Behaviors: The Research-Backed Essentials that Matter Most

Key Management Behaviors: The Research-Backed Essentials that Matter Most
We know from project postmortem data that the quality of management can make or break a team’s success. Yet, despite the abundance of new manager training and management development programs, many organizations struggle to consistently cultivate management behaviors that build high functioning and high performing teams. The challenge is  knowing which specific management behaviors matter for each unique situation that leaders face.

Which Management Behaviors Matter Most?
While leadership context always matters, the evidence is increasingly clear: a handful of core management behaviors have an outsized impact on employee engagement, team performance, and organizational health.

1. Setting Clear Expectations and Accountability
   High functioning teams are built on clarity. When managers consistently set clear, achievable, and emotionally connected expectations, people know what success at work looks like and how to get there. But strategic clarity alone isn’t enough — accountability must follow. The most effective managers not only define WHAT needs to be done but also HOW it needs to be accomplished with consistent standards of behavior and execution.

   We know from organizational alignment research that clear expectations and accountability account for 71% of the difference between high and low performance in terms of revenue growth, profitability, leadership effectiveness, customer loyalty, and employee engagement. We know from organizational culture assessment research that clarity of goals and accountabilities reduces ambiguity, minimizes rework, and ensures alignment with strategic priorities.

   Are your managers setting clear expectations and accountability?

2. Providing Timely, Constructive Feedback
   Feedback isn’t just about performance correction — it’s about growth, coaching, and continuous learning. Unfortunately, many managers — especially new managers — either avoid giving feedback altogether or deliver it too late to make a difference. Strong managers, on the other hand, normalize feedback as a routine and developmental part of work.

   Managers who provide meaningful and frequent feedback have teams that are twice as likely to be engaged. Effective feedback is specific, actionable, and delivered with the intention to help — not judge or blame.

   Are your managers adept at managing performance and leading situationally while providing timely, constructive feedback?

3. Demonstrating Empathy and Psychological Safety
   We know people manager assessment center data that most work teams face relentless leadership pressure to deliver, but sustainable team performance doesn’t come at the cost of employee well-being. The best bosses have a genuine understanding of their team’s aspirations and needs and are able to balance those perspectives while meeting ever-increasing performance targets.

   Psychological team safety, a concept championed by Amy Edmondson of Harvard Business School, is the foundation of high performing teams. Without it, team members withhold ideas, fear mistakes, and avoid risks. Managers who create a safe environment for candor, experimentation, and vulnerability unlock higher levels of innovation and change resilience.

   Are your managers able to demonstrate empathy and create enough psychological safety?

4. Modeling Consistency and Integrity
   According to the Journal of Organizational Behavior, perceived managerial integrity was one of the strongest predictors of team cohesion and discretionary effort. Great managers don’t just say the right things — they do the right things.  We know from action learning leadership development programs that consistency in words and actions builds trust.

   Managers who demonstrate integrity, fairness, and a strong work ethic set a cultural tone that shapes meaningful team norms. When trust and accountability are high, teams move faster, collaborate more effectively, and are less prone to toxic work behaviors.

   Are your managers walking their talk?

5. Developing Talent and Building Capabilities
   We know from business strategy simulation data that too many managers fall into the trap of short-term thinking (i.e., focusing solely on immediate and urgent deliverables, deadlines, and metrics) versus actively developing their employees. But effective managers prioritize coaching, create stretch opportunities, enable succession planning, and advocate for their team’s growth.

   Are your managers doing enough to develop and engage their top talent?

6. Communicating with Transparency and Purpose
   Uncertainty and ambiguity is the antithesis of a high performing culture. The best managers counteract it with clarity, openness, and transparency. They share information candidly, communicate the “why” behind decision making, and cascade relevant updates to their teams in ways that reinforce purpose and alignment.

   We know from leadership development training that purposeful communication from leaders increases trust and motivation — especially during periods of change. When communication is transparent and aligned with core values, teams can rally together to overcome obstacles?

   Do your managers excel at the essentials of communication?

The Bottom Line
While many management behaviors contribute to team success, a few rise to the top in terms of impact. Top leaders help people stay focused on strategic priorities, give frequent feedback to promote performance and growth, and create an environment where people feel safe and supported enough to do their best work. Organizations that prioritize these behaviors in their leadership and team development strategies build better managers and better businesses.

To learn more about being a high performing people manager, download 5 Management Misperceptions that Slip Up Too Many New Managers