Gallup

The most powerful benefit a manager can provide employees is to place them in roles that allow them to apply the best of their talents, skills and knowledge every day; however, Gallup data find that globally, only four in ten employees strongly agree that at work they have the opportunity to do what they do best every day. Gallup’s latest Q12 meta-analysis finds that by doubling that ratio, organizations could realize an 8% increase in customer engagement, a 12% increase in productivity, 35% reduction in turnover and 44% improvement in employee wellbeing. Outstanding performance is a result of each person knowing what they do best and having the opportunity to do it in their role every day. Learn strategies to help your employees maximize their contributions: https://lnkd.in/gFS8xeTs

At the 2025 World Governments Summit, Gallup CEO Jon Clifton emphasized that in an AI-driven world, leadership still remains essential. No matter how AI transforms the future, people will continue to need hope — along with institutions they can trust, leaders who show compassion and a sense of stability in an ever-evolving world.   Gallup’s Global Leadership Report: What Followers Want confirms this. In a study of 30,000 people across 52 countries, hope emerged as the top leadership need of followers — outpacing trust, compassion and stability. More than half of all desired leadership traits identified in the study pointed to hope as the defining factor. Explore the full insights here: https://lnkd.in/gacNyfYK

Gallup’s research across 52 countries reveals that the four leadership needs of followers — hope, trust, compassion and stability — are universal and enduring, even in a rapidly changing world. Of these, hope stands out as the most essential, with over half (56%) of all attributes linked to influential leaders in daily life speaking to the theme of hope. Hope motivates people by giving them something better to look forward to, helping them overcome challenges and build resilience. Without it, confidence fades, and engagement can suffer. Leaders in the workplace hold tremendous potential to influence lives. When leaders inspire hope, thriving rises by five percentage points, and suffering drops by three. Download our latest report to understand how to meet these needs and elevate your leadership. https://lnkd.in/gQQay85u

Leadership isn’t just for work — it shapes lives. Among people who do not associate hope as a trait of the leader who has the most influence in their lives, 33% are classified as thriving and 9% as suffering. However, once the need for hope is met, thriving rises to 38% and suffering dips to 6%. Followers with leaders who provide hope and trust are just as likely to be thriving as those with leaders who provide only hope. But when hope — the foundational need — is combined with trust and either compassion or stability, thriving increases again (39% and 43%, respectively). This suggests a link between people’s wellbeing and having a leader in their daily life who meets several of their needs. Suffering is higher with low hope but decreases as numerous needs are met. Although the base rate of suffering is low, the decline in suffering is significant, as even slight differences in suffering mean a lot to the people who experience it. Explore new insights on the needs of followers: https://lnkd.in/g37JUUdh

In a world of rapid change and uncertainty, what do people really want from leaders? Gallup surveyed individuals across 52 countries, asking them to name the leader with the greatest influence on their daily lives and describe what that leader provides for them. The results highlight the critical role hope, trust, compassion and stability have in effective leadership.    Explore the full research — launched at the 2025 World Governments Summit — to learn about the four needs of followers and how to lead effectively through today’s ever-evolving challenges. https://lnkd.in/gPQKgq-5   

Gallup data find that, globally, just four in ten employees strongly agree they have the materials and equipment needed to do their work right. When employees lack the means to do their work well, frustration with their inability quickly follows, as does anger with the manager or organization for placing them in such a difficult spot. Gallup’s latest Q12 meta-analysis finds that by doubling that ratio, organizations could realize a 17% increase in profitability, a 36% reduction in safety incidents, a 25% improvement in quality and a 7% improvement in customer engagement. The most effective managers listen to their employees’ needs and are transparent about what can be provided and when. These managers respond to the material and emotional needs that fuel their employees’ requests. Read more insights on identifying the barriers to employee performance: https://lnkd.in/gYK6Y5fa

Burnout is a growing concern in today’s workplace, with 28% of U.S. employees reporting they feel burned out very often or always. Gallup research identifies key factors driving burnout, including unfair treatment, an unmanageable workload, unclear communication and lack of manager support. These issues contribute to increased absenteeism, higher turnover and lower productivity — costing organizations an average of 15-20% of total payroll in voluntary turnover costs. Addressing burnout requires a strategic focus on employee wellbeing, starting with leadership. Managers must be equipped to recognize and mitigate burnout by fostering a supportive environment and promoting clear communication. Organizations that prioritize these efforts can improve engagement, reduce turnover and drive better business outcomes. Discover further insights on how to prevent and address employee burnout in the workplace: https://lnkd.in/emBZ9GqR

Employees perform at their best when they see meaning in their work. Yet only 30% strongly agree that their organization’s mission makes their job feel important — a record low, down from 38% in 2021. This decline, most pronounced among younger, remote and frontline employees, began amid the Great Resignation as constant change and uncertainty eroded connection to purpose. To turn this trend around, leaders must communicate an inspiring vision that people want to get behind. Mission isn’t just a statement — it’s an experience. The best leaders bring it to life by modeling values, helping employees see their impact, and ensuring work aligns with purpose. Learn more about the factors driving this decline and what leaders can do to reconnect employees to purpose: https://lnkd.in/gQ2XuvpM

Perhaps the most basic of employee needs in the workplace is knowing what success on the job looks like; however, only one in two employees globally strongly agree they know what’s expected of them at work. Gallup’s latest Q12 meta-analysis finds that by increasing that ratio to eight in 10 employees, organizations could realize a 22% improvement in employee wellbeing, an 11% improvement in quality, a 4% increase in customer engagement and a 9% increase in profit. Employees need to know what is expected of them at work so that they can commit, deliver and focus on what matters most. Learn more about what employees need most to perform their best: https://lnkd.in/g3PcCsbT

AI presents risks—but also a game-changing opportunity: the ability to scale individualized learning, empowering students to grow in ways that align with their strengths and complement their unique learning styles.   Gallup CEO Jon Clifton explores the intersection of strengths, AI and the future workforce at Future House, a collaboration between Human Change and Project Liberty, during the 2025 World Economic Forum in Davos. Listen below, then learn how other universities are using strengths-based interventions to develop the next generation of leaders. https://lnkd.in/gwe3zRP6