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Section 2: Micro-agency leadership

Micro-agency leaders

Of the 21 SES leaders who responded, 61.90% were female. This is in contrast to the APS as a whole where only 38.20% of SES employees are female[6].As can be seen in Figure 4 and Figure 5, the majority of SES respondents were aged less than 55 years and therefore not yet eligible to retire and more than a third had been employed in the APS for 20 years or more.

Figure 4: Ages of SES Cohort

Figure 5: Length of service in APS for SES cohort

Attitudes towards Micro-agency leaders

The Snapshot asked respondents to rate the performance of SES leaders in their agency. Figure 6 shows the percentage of employees satisfied on these items[7] in comparison with the wider APS. SES leaders’ ratings are reported separately.

Non-SES employees rated their leaders considerably lower than the leaders rated themselves, a finding which is consistent across the APS. However, micro-agency employees were much more satisfied with their senior leaders than the broader APS.

Figure 6: Satisfaction with SES leadership

Figure 7 and Figure 8 show employee engagement scores by their responses to the two most poorly rated items from Figure 6 above. On both of these items, there were dramatic differences in engagement levels between those regarded their leadership positively and those who did not. This finding is consistent with the broader APS and illustrates the significant impact that leaders have on employee engagement.

Figure 7: Engagement scores by satisfaction with senior leadership[8]

Figure 8: Engagement scores by satisfaction with senior leadership[9]

Respondents were asked to rate their immediate supervisor on a number of issues (see Figure 9). Supervisors were rated positively on their personal integrity, their ability to work with individuals from diverse backgrounds, and encouragement. However, less than half agreed that their immediate supervisor dealt well with underperforming employees.

Figure 9: Satisfaction with immediate supervisor

In summary, micro-agency leaders and supervisors are regarded as effective leaders who behave ethically and encourage this in their employees. Employees appear satisfied with an agencys culture that encourages both workplace diversity and the pursuit of a good work-life balance.