The Manager Resilience

Report 2024
Using data from the Wraw psychometric

This research was conducted by The Wellbeing Project. Reproduction and re-distribution: No part of this may be (i)
copied, photocopied or duplicated in any form by any means (ii) redistributed without our prior consent.
The Wellbeing Project 2024
Quick links Introduction
In today’s turbulent business environment, a key driver of
Why manager resilience matters 1 performance is the resilience of managers. This means
addressing pressure and challenges in a healthy and
sustainable way. When they do this, not only do they support
Measuring resilience 2 their own performance, they also become powerful role models
for their team.
Key findings 4
Our research into manager resilience presents data from over
Manager resilience 5 2,100 managers globally. It delves into the interplay of
individual resilience, seniority, gender, and organisational
dynamics. We also highlight the key pressure points, which
Resilience and seniority 9
might be undermining manager performance.

The gender split 13 In response to these findings, organisations need targeted

interventions to foster greater resilience in their managers.
Pressure points 16 Throughout the report, we present proven strategies to
mitigate workload stressors and develop the mindset and
behaviours managers need to thrive.
Pressure points: Senior vs Line 19
Managers The value of effective management cannot be overstated.
Research by Gartner reveals that employees with high quality
Conclusion 23 managers are 15 times more likely to excel, and 3 times more
likely to stay. We hope that this report provides the insight and
inspiration you need to create truly effective managers at your
About Wraw 23
organisation.

The Wellbeing Project 2024 THE MANAGER RESILIENCE REPORT 2024

 The term resilience comes from the Latin verb ‘resilire’,
meaning ‘to leap back’. Originally, it described the capacity of
materials like metal and rubber to absorb impact (stress) and
return to their original shape or state.

Why manager In today's business context, resilience refers to the ability to

adapt, recover, and thrive in the face of challenges, disruptions,
and adversity. It involves the capacity to withstand setbacks,

resilience matters bounce back (or even bounce forward) from challenges, and
continue pursuing goals despite obstacles.

and why Managers who are resilient quickly adjust to change and
uncertainty. They handle stress well, tend to view challenges

organisations need
positively and find innovative solutions. Organisations in turn
benefit as resilient managers contribute to long-term growth
and stability. They foster productive work cultures and improve

resilient managers employee satisfaction and retention.

Research from the fields of neuroscience, cognitive psychology

and biological psychology shows that resilience is not a fixed
trait. Organisations can build the resilience of their workforce
through intentional skill building and habit formation.

The Wellbeing Project 2024 THE MANAGER RESILIENCE REPORT 2024 1

Measuring Resilience
THE 5 PILLARS OF RESILIENCE

The data in this report has been gathered using the the Wraw ENERGY
psychometric. Wraw measures resilience against a scientifically Sustain and renew physical energy and
validated model: The 5 Pillars of Resilience. With a robust mitigate the risk of burnout.
evidence base, The 5 Pillars of Resilience incorporates the
physical, psychological and social aspects of resilience into one
FUTURE FOCUS
complete framework.
Have a clear sense of purpose
and direction.

INNER DRIVE
Maintain self-belief, confidence
and motivation.

FLEXIBLE THINKING
Have an adaptable and
ENERGY FUTURE INNER FLEXIBLE STRONG optimistic mindset.
FOCUS DRIVE THINKING RELATIONSHIPS

Physical resilience Psychological resilience Social resilience STRONG RELATIONSHIPS

Build open and trusting
networks of support.

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The responses of each manager are compared against a global
norm group of 9,000 workers from 82 countries. This provides
a score between 1 and 10, known as a sten score (standard ten
score).
Scores of 1 to 3: Less Well-Developed Resilience
Scores in this range suggest the individual is currently
struggling to cope. They may experience higher stress levels
and have fewer resources and skills to sustain performance.
Research Demographics
The data in this analysis drew on submissions from 2,162
managers between March 2023 and March 2024 from 46
countries worldwide, with 60% of respondents being in the UK,
12% in North America and the remaining 28% from other
countries. This research focuses on the following
demographics:

Scores of 4 to 7: Typical Resilience Seniority N

Scores in this range indicate that the individual’s resilience is Line Managers 1,025
comparable to others. They may handle stress and recover Senior Managers 1,137
from difficulties most of the time. While they perform
adequately, they can still benefit from ongoing support and
development to enhance their resilience further.

Gender N
Scores of 8 to 10: Well-Developed Resilience
Male 901
Scores in this range indicate that the individual handles stress Female 1,245
and recovers from setbacks better than most. They are likely to
exhibit strong coping mechanisms, high motivation, and the
ability to perform under stress while maintaining wellbeing.
They may be seen as resilient leaders and role models who can *We have collected data on those who are nonbinary or who prefer not to reveal
mentor others. their gender. However, due to a small sample size, the findings associated with
these groups are not statistically significant.

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Research Findings
Key Findings
ENERGY ALERT
The physical resilience of managers is the
most compromised. The capacity to
maintain optimum energy levels is
fundamental to performance. When
managers aren’t able to do this, they risk
burnout and long-term health issues.
MANAGEMENT UNDER PRESSURE
Work volume emerges as the biggest
pressure point for management today.
This poses a significant threat to overall
business performance.
The Wellbeing Project 2024 THE MANAGER RESILIENCE REPORT 2024
LINE MANAGERS LAG BEHIND
Line Managers are lagging behind their
senior colleagues and, at times, are
struggling to manage the pressures and
challenges of their role. This risks
impacting not just them, but also the
teams they lead.
CHANGE FATIGUE
Line Managers are finding it increasingly
difficult to adapt to the high rate of
change. This risks undermining
engagement, innovation and productivity.
4
THE GENDER SPLIT
Men lead in physical resilience, whilst
women excel in relationships. Targeted
interventions are crucial to ensure
effective support.
SENIOR MANAGERS
OUT OF BALANCE
Senior Managers report work-life balance
and excessive working hours as key
pressure points driving stress.
 Manager Resilience Across
1. The 5 Pillars of Resilience

Manager
resilience

Energy alert as
work pressures
e r o c s n et S

mount

Physical resilience Psychological resilience Social resilience

The Wellbeing Project 2024 THE MANAGER RESILIENCE REPORT 2024 5

PHYSICAL RESILIENCE
The domain that seems to be the most compromised for
managers is their physical resilience. This is seen in the Energy
pillar that describes the capacity to sustain and renew energy
levels. Nutrition, physical activity, sleep and healthy boundaries
between work and home life are all factors to be considered.
What’s the impact?
Compromised physical resilience has implications for
the overall wellbeing of managers and their ability to
cope with the demands of their roles.
Sustained challenges in this area risk long-term health
issues and burnout.
The Wellbeing Project 2024 THE MANAGER RESILIENCE REPORT 2024
PSYCHOLOGICAL RESILIENCE
Psychological resilience encompasses 3 pillars: Future Focus,
Inner Drive and Flexible Thinking. Our research indicates that
managers have some sense of personal control in their role.
They have a vision for the future and perceive themselves as
having agency and direction in both their lives and careers.
What’s the impact?
When psychological resilience is compromised,
managers are likely to disengage and lose direction.
Creative thinking, collaboration and innovation are all at
risk when psychological resilience falls.
6
SOCIAL RESILIENCE

Social resilience, as seen in the Strong Relationships pillar,

emerges as the highest for managers, compared to the
psychological and physical domains. This encompasses their
ability to foster trust and build supportive relationships. As
these results are still in the typical range, this suggests that 67% of people with
managers overall are somewhat adept in this area.
highly empathic
managers report
What’s the impact? often or always
Where higher levels of social resilience are present, being engaged,
collaboration and support will be powerful tools for
managing pressure. compared to only
Isolation and siloed working are the hallmarks of 24% of people
management teams with low social resilience.
Focussed interventions to build social resilience are key
with less empathic
to further enhance this vital management skill. managers.
Van Bommel, T. (2021).

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Recommendations
1 2 3

Create a culture of proactive Embed healthy Strengthen the Inner Drive

energy management performance into policies of managers
Focus on initiatives that enhance Encourage healthy performance Provide access to coaching and
energy levels through nutrition, through policies for after-hours mentorship programmes to build the
physical activity, sleep and work-life communication and flexible working. self-belief and motivation of
balance. managers.

4 5 6

Equip managers to flex Build networks of support

Make it safe to fail
their thinking for managers
Conduct training on adaptive thinking Provide training on psychological Create opportunities for managers to
and creative problem-solving to foster safety for all managers so that they network and build ‘Strong
a culture of innovation and can take the lead in creating a Relationships’ both internally and
experimentation. culture where it is safe to fail. externally to the organisation.

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 Comparing the psychological resilience of
Senior and Line Managers
2.
Resilience
and seniority

Line Managers erocs netS

lag behind Senior Managers

their senior Line Managers

colleagues

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A 9% gap in psychological
resilience
Our 2024 findings highlight a consistent trend from past
research: the resilience of Line Managers lags behind their
senior colleagues. This can possibly be attributed to the Over the last year,
experience, decision-making authority and support networks of
Senior Managers. Furthermore, many organisations invest in
around 33% of
leadership development programmes for Senior Managers to middle managers
equip them to effectively deal with adversity.
have taken time
The most notable result in our current research is that Senior off work due to
Managers score on average 9% higher in their psychological problems related
resilience than Line Managers. This encompasses 3 pillars:
Future Focus, Inner Drive and Flexible Thinking.
to their mental
health.
If Line Managers are not equipped to build their psychological
resilience, the risk is that their mental health will suffer. (AXA, 2024)
Recent research by AXA indicates that around 33% of middle
managers have taken time off work due to problems related to
their mental health.

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 FUTURE FOCUS FLEXIBLE THINKING
Research suggests that perceived control is linked to higher
Senior Managers report a more open and optimistic mindset
levels of resilience. Individuals who have this sense of personal
and are better able to adopt different perspectives.
control are likely to feel empowered to tackle challenges head
on.
There are likely to be a number of contributing factors. In
particular, our research found that the second highest pressure
Senior Managers drive the vision of an organisation and have
point for Line Managers was too much organisational change.
greater decision-making authority (Lippert & Venechuk, 2020).
Change fatigue risks undermining this critical aspect of
On the other hand, Line Managers may lack this agency as they
psychological resilience.
are tasked with day-to-day operations. They are the ‘squeezed
middle’ with limited autonomy and less control of their work.

What’s the impact?

INNER DRIVE
Senior Managers have higher levels of self-belief and
motivation than Line Managers.
Line Managers may have less experience and expertise and
often face high workloads and pressure to meet targets. Over
time, this can lead to increased stress levels and reduced
motivation.
When Line Managers struggle to manage the pressures
of their role, this impacts not just them but also their
teams.
Senior Managers may not notice that Line Managers are
struggling. Addressing this potential blind spot is key to
effective decision making.

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Recommendations
1 2 3

Build The Future Focus of

Communicate Purpose Actively Foster the Inner
Line Managers
Drive of Line Managers
Invest in coaching to build the Future Create a common sense of purpose.
Communicate your organisation's Celebrate achievements, and
Focus of Line Managers. Priorities are
vision and goals and ensure your encourage peer-to-peer recognition to
goal setting and direction, and
managers are aligned with the boost morale and engagement
strengthening their personal control.
direction you are heading. through periods of high pressure.

3 4

Include Mindset in Your Assess Resilience at

Manager Development
Provide training for Line Managers to
develop their ‘Flexible Thinking’. Create
opportunities to experience diverse
perspectives and innovate.
All Levels
Take a data-informed approach.
Monitor the resilience of managers at
all levels and target development
interventions based on the findings.

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 Comparison of male and female scores across
3. Energy, Inner Drive, and Strong Relationships
The gender
split

Men lead in
physical
resilience, e r o c s n et S

women in
relationships

Male Female
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Resilience and gender
INNER DRIVE
Our research indicates that male managers have higher
physical and psychological resilience. The physical resilience of Male managers report more confidence in their abilities and
male managers, seen in the Energy Pillar, is 9.5% greater than greater drive to achieve their goals. Both these factors support
their female counterparts. Aspects of psychological resilience, persistence in challenging situations.
seen in the Inner Drive pillar, are 10% higher. However, female
managers demonstrate greater social resilience with the Strong
Relationships pillar being 4% higher.

STRONG RELATIONSHIPS
ENERGY
Female managers overall report 4% higher scores in the
Strong Relationships pillar than their male counterparts. The
Gender differences in physical resilience could stem from
difference is more marked amongst Line Managers, where
variations in work-life balance challenges experienced by male
women have 7% higher scores.
and female managers. More than 9 in 10 women say they have
experienced mental health issues as a result of poor work-life
Research consistently indicates that women have higher
balance (Bloom UK, 2024). Female managers may encounter
emotional intelligence when it comes to understanding and
additional responsibilities outside of work, such as caregiving or
managing emotions, navigating social interactions, and
raising a family.
building meaningful connections with others.

Menopause could be another contributing factor. Around 1/3rd

The higher scores for social resilience of female managers
of women with moderate to severe menopause symptoms
may reflect a more relationship-centric leadership style
report finding it difficult to cope at work (D'Angelo et al., 2023).
characterised by empathy, inclusivity, and relationship-
building.

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Recommendations
1 2 3

Develop the Social Resilience Make Energy Management Ensure Wellbeing Initiatives
of Male Managers Easier for Female Managers are Gender Inclusive
Build the Strong Relationships pillar Implement policies that support a Review wellbeing initiatives to ensure
of male managers by implementing healthier work-life balance, such as they address needs of different
training that enhances interpersonal flexible working hours and remote demographics.
skills. work options.

4 5 6

Tackle Menopause Stigma Implement Peer Ensure Cross-Gender

Provide training for all managers on
menopause. If you have Wellbeing
Champions, get them on board with
campaign planning.
Support Groups
Set up peer support groups for men
and women who may share similar
experiences. This might include
working parents and carers.
Mentoring
Encourage cross-gender mentoring to
provide diverse perspectives and
support.

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 Too high
work volume

4. 23%
Pressure
points for
managers

Pressure points refer to

stressors or challenges in the
workplace that negatively
impact resilience and
wellbeing. Respondents were
asked to choose their 3 main
pressure points.
Pressure Points (%)
Too high work volume 23 Excessive working hours 7
Feeling undervalued 14 Lack of job security 7
Too much organisational change 13 Lack of training to do the job 7
Lack of strategic direction 10 Lack of Line Manager support 5
Lack of work-life balance 10 Negative physical environment 4

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Work volume threatens
manager performance
Our research shows that 'too high work volume' is the most
common pressure point for all managers. This indicates a
widespread issue that risks undermining performance at all
levels of management. There are likely to be a number of
contributing factors: 23% of responses
Cultural norms that emphasise productivity and have little
indicate work
respect for work-life boundaries can drive a cycle of volume as a
overwork and burnout. primary pressure
Limited resources including staff shortages and inadequate point.
support systems require managers to do more with less.

Unclear expectations and shifting priorities leave managers

struggling to navigate conflicting demands and
responsibilities.

Inefficient communication and planning processes lead to

workload spikes and disruption, hindering managers’
capacity to manage workload.

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 Recommendations
1 2

Promote Workload Awareness Provide Support and Resources

Encourage open discussions about
workload pressures.
Train managers to regularly assess and
address team pressure to prevent
overwork and burnout.
Review staffing, technology and training
to ensure teams are set up to manage
workloads.
Invest in tools that streamline
processes and boost productivity.

3 4

Cultivate a Healthy Monitor and Evaluate

Performance Culture
Equip your senior leaders to role
model healthy performance.
Proactively develop employee
resilience.
Pressure
Regularly track pressure points and
employee engagement.
Gather feedback to assess and improve
workload management initiatives.

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 Pressure points: Senior Manager and
Line Manager comparison

5. Percentage of total pressure points

Pressure
Points: Senior
vs Line
Managers

Senior Managers

Line Managers

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SENIOR MANAGERS ARE OUT OF
BALANCE
TOP 3 PRESSURE POINTS FOR SENIOR MANAGERS
1. Too high work volume
2. Lack of work-life balance
3. Excessive working hours
'Lack of work-life balance' is the second highest pressure point
for Senior Managers. This suggests that many Senior Managers
may struggle to balance their professional and personal lives,
often sacrificing personal wellbeing and relationships.
The prevalence of 'excessive working hours' indicates that
Senior Managers face pressure managing deadlines, project
demands and organisational expectations. This may reflect
workplace cultures that equate long hours with commitment.
The impact of these pressure points is considerable. Chronic
overwork and a lack of balance can lead to stress, fatigue,
burnout, and decreased job satisfaction. Ultimately, this
compromises the overall effectiveness of these leaders.
The Wellbeing Project 2024 THE MANAGER RESILIENCE REPORT 2024
LINE MANAGERS ARE BEING WORN
DOWN BY CONSTANT CHANGE
TOP 3 PRESSURE POINTS FOR LINE MANAGERS
1. Too high work volume
2. Too much organisational change
3. Feeling undervalued
For Line Managers, the second and third highest pressure
points are ‘too much organisational change’ and ‘feeling
undervalued’. This provides important insight into how Line
Managers are experiencing their work environment.
Frequent organisational changes such as restructures and
technology updates can disrupt workflow and increase
pressure, and the pace and magnitude of change may be
perceived as a threat to their job security.
Perceptions of being undervalued may stem from a lack of
recognition, limited opportunities for advancement and
inadequate feedback.
When individuals feel overwhelmed by change or perceive their
efforts as unrecognised or unappreciated, it can lead to
decreased job satisfaction, lower levels of commitment, and
increased turnover.
20
Recommendations
1 2

Wellbeing Coaching Peer Support Groups

Offer wellbeing coaching to support
managers to proactively address
pressure points, build their resilience
and maintain a healthy work-life
balance.
Establish support groups for
managers to share experiences and
strategies for managing pressure
points.

4 5 5

Wellbeing Conversations Change Readiness Two-Way Feedback

Ensure all managers and leaders are Provide training and resources to Develop a psychologically safe
equipped to hold wellbeing help managers navigate their culture where it’s okay to give
conversations. Make discussions emotional and psychological feedback upwards and challenge the
about the wellbeing of managers a response to change. way things are done.
regular part of one-to-ones.

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 Leading From The Top

Senior Managers serve as powerful role models. To

foster a healthier and more sustainable work
environment, you need them to lead from the top.
Here are some practices for them to adopt:
22% of an
Set clear boundaries: Limit after-hours individual’s
communication to respect personal time.
wellbeing can be
Take regular breaks: Emphasise the importance of accounted for by
taking breaks during the workday to maintain the extent to which
productivity and wellbeing.
their Line Manager
Honour annual leave: Refrain from working during supports and role
vacation periods to ensure true rest.
models good
Share personal experiences: Discuss spending practice around
quality time with family / friends and pursuing resilience and
hobbies outside of work.
wellbeing.
Integrate work and personal life: Demonstrate how
to effectively balance work commitments with (The Wellbeing Project, 2022)
personal responsibilities.

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Conclusion About Wraw ®️

Resilience emerges as a critical attribute for managers
navigating today's complex business landscape. Our research
underscores the pressures managers are facing and their
capacity to manage these challenges.
We have also seen the impact of gender and seniority on
resilience. The challenges that different demographics face
highlights the importance of implementing initiatives that are
inclusive and targeted.
By implementing the recommendations in this report,
organisations can begin to embed resilience into their
management practices. Over time, managers will become
powerful role models for a culture of healthy performance that
drives business success.
Wraw is a scientifically validated psychometric tool that
measures workplace resilience and wellbeing.
A range of reports provide comprehensive data at every level of
an organisation:
Individual employees receive personalised insight into their
current levels of resilience.
Teams gain a robust understanding of their collective
resilience.
Managers build crucial awareness of the ways they navigate
pressures and change.
Senior stakeholders get the data they need to create an
enabling environment for healthy performance.
In a constantly changing business landscape, this data insight
is the foundation for targeted development towards healthy
performance.

To find out how Wraw ®️can

support better leadership
GET IN TOUCH
outcomes for your
organisation, get in touch.

The Wellbeing Project 2024 THE MANAGER RESILIENCE REPORT 2024 23

 If boosting manager resilience
is on your radar,
we’re here to help.

Get in touch

The Wellbeing Project 2024 THE MANAGER RESILIENCE REPORT 2024 24