Quidnunc Quiz Results - Royal Society of Medicine,
6 December 2017

The results were grouped into 4 categories of perceived leadership mentality and behaviour, from highest to the lowest perception of incidence:

A: Focus on People: communication, gut-feel and overall fairness

B: Organisational: wellbeing leadership and strategy

C: General leadership behaviour

D: Procedural activity: learned skills, resources and support


Category A: People and fairness

In general the respondents perceived that the leadership in their organisations scored best in terms of encouraging wellbeing when the statements focused on people: having equal opportunities, being treated fairly, receiving due recognition and feeling trusted. Around 90% of respondents agreed that diversity is always or regularly being supported in recruitment and promotion by the leaders in their organisation.

In addition, the respondents felt that their leaders enabled employees to be themselves and they supported autonomy in the workplace; which is believed to promote wellbeing. We have also seen in previous polls, that a strong focus on people is most noticeable in wellbeing-centric organisations.

Another area where current leadership behaviour was perceived to rank highly involves their approach and effectiveness of dealing with mental health in the workplace. This is a positive development in workplace environments. Addressing the incidence of mental health and other factors that promote good health and wellbeing for employees appears to be better managed within this sample of organisations, compared to previous surveys conducted by Quidnunc at work related events.


Category B: Wellbeing leadership and strategy

The next category identifies the more strategic areas where leadership demonstrates an understanding of the mechanics and the value of wellbeing in the workplace, and is seen to translate the company values and beliefs into action. This also includes a perception amongst respondents that the importance of employee engagement and their wellbeing, and how this affects productivity, is a topic which is regularly discussed at board level within their organisations.

Although it appears to be discussed by leadership, the viewpoint amongst respondents about the provision of sufficient resources to manage the factors that help employees experience a feeling of wellbeing effectively was mixed.

One area in particular which still requires more attention within organisations is the ability of management to identify signs of stress within the workforce and take appropriate steps to help and support  those affected.


Category C: General leadership behaviour

The second highest frequency of ‘perceived incidence’ focuses on general leadership attributes affecting employee development: autonomy at work, openness and honesty when managing difficult issues, supporting career aspirations and recognising effort as well as achievement. These factors are also important to employees and when managed well can enhance that feeling of wellness and increased overall satisfaction at work.

However, in this category it would appear there is still room for improvement when it comes to ensuring employees feel supported and recognised for what they do. 


Category D: Wellbeing Support, Procedures and Support

In the final category the perception of leadership action ranked lowest when it comes to providing resources, ongoing support and dealing with stress management. These are all areas where employees have an expectation that management will intervene and allocate the necessary resources expected from an organisation that cares about its people. 

This includes portraying that leadership understands and ensures the provision of benefits, career development resources and effective performance feedback for employees.

It is in areas such as these where a high EQ and SQ would help with employee communication and the necessary interactions to discover what it is that employees actually need and expect from their employer.  Leaders with a Quotient Balance will find this category of activities easier to manage and improve.

This is all part of the leadership challenge to ‘walk the talk’ when it comes to encouraging a wellbeing focused organisation. 

Appendix 1: The 20 Statements

Appendix 2: Top 10 - highest scoring and Next 10 - lowest scoring