Organisations invest considerable time and money in developing their managers and leaders, yet many still struggle to answer a fundamental question: what do employees actually need from the people leading them?

Having analysed the findings from 360 degree feedback programmes delivered by Loch across a range of organisations and sectors, we identified several consistent themes. The results reveal what employees value most in effective leaders, as well as where they would most like to see change.

For organisations looking to strengthen leadership capability, improve employee engagement and support sustainable performance, the findings provide useful and practical insight.

First, what is 360 degree feedback?

360 degree feedback gathers perspectives from the people who work with a participant, including direct reports, peers, senior colleagues, stakeholders and clients.

Its purpose is not to score performance, but to help participants understand how their leadership is experienced by others, recognise their strengths and identify practical opportunities for growth. Anonymous responses can also uncover valuable feedback they might not otherwise receive.

What employees value most in leaders

Across the programmes we analysed, three strengths appeared consistently.

1. Professional expertise and credibility

The most frequently recognised strength was professional expertise. Employees value leaders who understand the work, demonstrate sound judgement and make well informed decisions. They want confidence that their leader can provide direction, respond to challenges and understand the wider commercial context.

Technical expertise alone does not make someone an effective leader. However, credibility creates a strong foundation. People are more likely to trust and follow leaders who understand the realities of the organisation and can make clear, considered decisions.

2. Supportive leadership

Employees place significant value on leaders who show genuine care and provide appropriate support. This includes being approachable, recognising when sensitivity is needed and taking an active interest in people’s development. Employees appreciate leaders who coach and guide them, rather than simply supervise their work.

Kindness is sometimes treated as a secondary leadership quality. Our findings suggest it should not be underestimated. Supportive leadership helps build trust, confidence and stronger working relationships, all of which contribute to performance.

3. Communication and relationship building

Clear communication was the third most consistently valued strength. Employees appreciate leaders who explain goals and expectations, listen properly and communicate with clarity. They also value transparency and the opportunity to contribute to conversations that affect their work.

Strong communication is about presenting information well, creating shared understanding, reducing uncertainty and building relationships in which people feel heard.

Where leaders have opportunities to grow

Interestingly, several of the most valued leadership strengths were also the most common development priorities.

1. More consistent communication and feedback

Communication is by far the most frequent growth opportunity. Employees want clearer expectations, more regular feedback, greater consistency and better listening. In many cases, the issue is not a complete absence of communication, but a need for it to become more deliberate and reliable.

Poor communication can create uncertainty, damage working relationships and allow manageable issues to become formal disputes. Leaders who communicate early, clearly and consistently are better placed to maintain trust and address challenges before they escalate.

2. Greater focus on coaching and development

Employees also want leaders to play a more active role in their development. This accords with the 2025 LinkedIn Workplace Learning Report which found that 94% of employees would stay with a company longer if it invested in their learning and development.

They also value meaningful one to one conversations, constructive feedback and support that helps them build both competence and confidence. Rather than being given all the answers, they want leaders to ask good questions, encourage independent thinking and help them progress.

3. More inclusive collaboration

Employees want leaders to seek broader input, engage more regularly with colleagues and involve the right people in decisions. Working in isolation can limit understanding, weaken relationships and leave employees feeling disconnected from decisions that affect them.

Inclusive leaders do not need to reach consensus on every issue. They do, however, create opportunities for relevant perspectives to be heard before making informed decisions.

Competence, care and clarity

Employees are not asking leaders to become entirely different people. In most cases, they want them to do more of the things that already make a positive difference.

Across the programmes we analysed, effective leadership came down to three connected qualities:

  • Competence: understand the organisation, know the work and make sound decisions.
  • Care: support people, listen, build trust and develop talent.
  • Clarity: communicate effectively, provide feedback and set clear expectations.

When delivered thoughtfully, 360 degree feedback helps leaders understand how effectively they are demonstrating these qualities. It builds self awareness, recognises valuable strengths and provides a practical direction for growth.

Most importantly, it creates honest conversations about leadership and its impact on people and performance. For organisations looking to strengthen decision making, develop capability and futureproof their success, those conversations are invaluable.

Why the Loch approach to 360 degree feedback is different

Many traditional 360 processes rely on scores and numerical ratings. Loch takes a different, qualitative approach, gathering feedback through carefully designed questionnaires and, where appropriate, confidential one to one interviews.

We deliberately avoid numerical scoring. Although numbers can appear objective, they can distract participants from the substance of the feedback. Attention can quickly shift towards rankings, comparisons or a particularly low score, rather than the insight behind it.

Instead, we ask thoughtful, curious questions designed to generate richer feedback. Respondents are encouraged to provide observations, examples and practical suggestions, giving participants a clearer understanding of both what is working and what could be even better.

The language surrounding feedback matters too. We talk about strengths and growth opportunities, rather than weaknesses, to create the right conditions for participants to hear, understand and act on honest feedback.

A feedback report alone rarely creates meaningful change, so each Loch 360 also includes a dedicated feedback session. During the session, participants have the opportunity to ask questions, test their understanding and consider how they want to respond. Together, we then create an action plan that turns insight into clear next steps.

Could a Loch 360 help your leaders build greater clarity, confidence and impact? Get in touch to discuss how our approach could support your organisation.