Announcement of Analysis Results from the 'Survey on Managers' Images of Team Members and Management States'
Recruit Management Solutions revealed through a survey that a manager's sense of reward in management is heavily influenced by how they perceive their team members' followership behaviors, highlighting the need to support team interactions.
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- 📰 Published: April 8, 2026 at 21:10
- 🔍 Collected: April 8, 2026 at 12:30
- 🤖 AI Analyzed: April 20, 2026 at 17:40 (293h 10m after Collected)
Recruit Management Solutions Co., Ltd. (Headquarters: Minato-ku, Tokyo, President: Jun Yamazaki, hereinafter "our company"), which supports solving management and HR issues and promoting business strategy in companies, conducted a survey titled "Survey on Managers' Images of Team Members and Management States" targeting managers working in companies. In this study, we focused on managers' sense of adaptation, job satisfaction, and their image of their members, and analyzed the relationship between them.
As a result of the analysis, it was found that while managers feel a sense of growth, they simultaneously harbor a sense of urgency and exhaustion regarding their work, suggesting that the state of managers may be balanced between both positive and negative elements.
In addition, it was confirmed that managers generally have a strong positive tendency in their image of their members, with many holding the perception that there are "many 'reliable' team players." On the other hand, regarding members who exhibit followership behavior by proactively supporting the organization, managers do not necessarily perceive them as "numerous," showing a tendency for divided evaluations.
Further analysis revealed that managers' perception of their members is related to their own job satisfaction and positive feelings toward management. In particular, managers who perceive that "many members provide proactive support" tend to feel more rewarded by management behaviors such as building relationships with members and supporting their development.
Furthermore, the results suggested that when managers recognize a large number of members providing "proactive support," the perception that many members engage in constructive criticism can lead to a greater sense of achievement for the manager. Conversely, when it is perceived that few members provide "proactive support," the perception that many members take such actions—even if it is constructive criticism—tended to decrease the manager's sense of satisfaction and positive feelings.
These results indicate that a manager's job satisfaction and positive feelings toward management may be influenced not only by the members' behaviors themselves but also by how the manager perceives those members. In companies supporting managers in their management roles, it is considered important to not only develop the individual capabilities of managers but also to promote followership behavior on the member side and implement initiatives that enhance the quality of interaction within the team to foster a positive perception of members among managers.
We hope that the results of this study will serve as foundational knowledge for considering future manager support and team management strategies.
[Executive Summary]
- Managers feel a sense of urgency and exhaustion while simultaneously sensing the significance and role of their work (Figures 1, 2)
- While managers find it rewarding to perform basic management behaviors such as developing members and setting goals, they face challenges in finding satisfaction in behaviors that lead to innovation, such as collaborating outside the organization (Figures 3, 4)
- Managers have a strong tendency to view members as positive entities, such as "reliable" and "team players" (Figure 5)
- Managers do not perceive the number of members exhibiting followership as "high," and particularly recognize that members who offer constructive criticism to their superiors are relatively few (Figures 6, 7)
- Managers who perceive that there are many members providing "proactive support" tend to exhibit higher management behavior, achievement, and adaptation (Figure 7)
1. Comment from the researcher in charge
Recruit Management Solutions Co., Ltd.
Technology Development Division, Research Institute
As a result of the analysis, it was found that while managers feel a sense of growth, they simultaneously harbor a sense of urgency and exhaustion regarding their work, suggesting that the state of managers may be balanced between both positive and negative elements.
In addition, it was confirmed that managers generally have a strong positive tendency in their image of their members, with many holding the perception that there are "many 'reliable' team players." On the other hand, regarding members who exhibit followership behavior by proactively supporting the organization, managers do not necessarily perceive them as "numerous," showing a tendency for divided evaluations.
Further analysis revealed that managers' perception of their members is related to their own job satisfaction and positive feelings toward management. In particular, managers who perceive that "many members provide proactive support" tend to feel more rewarded by management behaviors such as building relationships with members and supporting their development.
Furthermore, the results suggested that when managers recognize a large number of members providing "proactive support," the perception that many members engage in constructive criticism can lead to a greater sense of achievement for the manager. Conversely, when it is perceived that few members provide "proactive support," the perception that many members take such actions—even if it is constructive criticism—tended to decrease the manager's sense of satisfaction and positive feelings.
These results indicate that a manager's job satisfaction and positive feelings toward management may be influenced not only by the members' behaviors themselves but also by how the manager perceives those members. In companies supporting managers in their management roles, it is considered important to not only develop the individual capabilities of managers but also to promote followership behavior on the member side and implement initiatives that enhance the quality of interaction within the team to foster a positive perception of members among managers.
We hope that the results of this study will serve as foundational knowledge for considering future manager support and team management strategies.
[Executive Summary]
- Managers feel a sense of urgency and exhaustion while simultaneously sensing the significance and role of their work (Figures 1, 2)
- While managers find it rewarding to perform basic management behaviors such as developing members and setting goals, they face challenges in finding satisfaction in behaviors that lead to innovation, such as collaborating outside the organization (Figures 3, 4)
- Managers have a strong tendency to view members as positive entities, such as "reliable" and "team players" (Figure 5)
- Managers do not perceive the number of members exhibiting followership as "high," and particularly recognize that members who offer constructive criticism to their superiors are relatively few (Figures 6, 7)
- Managers who perceive that there are many members providing "proactive support" tend to exhibit higher management behavior, achievement, and adaptation (Figure 7)
1. Comment from the researcher in charge
Recruit Management Solutions Co., Ltd.
Technology Development Division, Research Institute