Being an effective line manager is not easy. Most managers end up in the position because they have a technical ability rather than because they are good at managing people. They are then given a challenging set of objectives that rarely include managing people well.

Not surprisingly, perhaps, the quality of line management in the UK is poor. The CIPD research report Employee well-being and the psychological contract (2005) showed that only 47 per cent of employees reported their line manager motivated them to work effectively; 45 per cent said their manager gave feedback; and just 37 per cent thought their manager helped them to improve their performance.