Breaking the disengagement loop: why coaching as a management style matters

Something’s not working in the way we lead teams. Across industries, managers are feeling burned out, disconnected and unsure how to re-engage their people - and it’s having a knock-on effect on team morale and performance. The latest Workplace Report 2025 from Kahoot!reveals just how deep the problem runs, and why coaching as a style of management could be the key to breaking the cycle.

So how can organisations reverse this trend? One powerful solution lies in adopting coaching as a style of management - a people-centred approach that fosters connection, motivation and resilience.

The manager-team disengagement loop

The report reveals a troubling dynamic: 70% of team engagement is influenced by leadership, yet many leaders feel emotionally exhausted trying to motivate disengaged employees. This burnout is pushing 26% of managers to consider quitting, and 46% would give up their title just to feel more engaged.

This loop - where disengaged managers lead disengaged teams - creates a downward spiral that threatens productivity, morale and retention. Without intervention, organisations risk losing top talent and eroding their culture.

Lack of training and tools is fuelling the crisis

Despite their pivotal role, 57% of leaders have never received extensive training on how to re-engage teams. Only 17% say their company consistently provides effective tools to motivate staff, and 24% feel unprepared to lead hybrid or remote teams.

This lack of support leaves managers feeling disconnected, with 22% reporting emotional disconnection from their teams. Unsurprisingly, only 30% of leaders gave themselves an “A” grade for team engagement.

Coaching offers a way forward

Coaching as a management style offers a compelling antidote to disengagement. Rather than directing or micromanaging, coaching empowers leaders to:

• Listen actively and understand individual motivations
• Ask powerful questions that spark reflection and ownership
• Provide feedback and recognition that builds confidence
• Facilitate growth through goal setting and accountability

A powerful example of coaching’s impact on leadership capability can be seen at Baringa Partners. By embedding coaching into its leadership culture, Baringa has cultivated a more inclusive, confident and connected leadership team. Over 97 partners have completed the AoEC’s Practitioner Diploma, with many reporting stronger networks, deeper listening skills and a greater ability to lead with authenticity. This shift has helped Baringa build a scalable coaching culture that empowers leaders to stretch and support others, drive performance, and foster meaningful career growth.

This approach in part aligns with what leaders say they need: more energy, creativity and fun in their day-to-day work (58%), opportunities to grow their skills (52%), and better technology to connect with teams (48%).

Karen Smart, head of consultancy at the AoEC, explains: “In addition to our work with Baringa Partners we have seen at ATG Entertainment, how coaching has helped build a culture where people grow in confidence, stay longer, and lead with authenticity. It’s a strategic investment that’s delivering measurable impact - from stronger retention to deeper leadership capability.”

Gen Z engagement demands a coaching mindset

Engaging Gen Z employees is a growing challenge, with 61% of leaders naming them the hardest generation to engage. Their preference for interactive, gamified learning and authentic communication calls for a shift in leadership style.

Coaching meets this need by fostering collaborative conversations, personalised development, and inclusive team dynamics - all of which resonate with Gen Z’s values and expectations.

For leaders seeking to deepen their coaching capabilities, the AoEC’s Coaching Skills Certificate offers a practical foundation in coaching conversations, while the Practitioner Diploma in Executive Coachingprovides a robust pathway for those ready to lead change at scale.

Recognition, connection and feedback are key

The report highlights that 69% of leaders believe recognition and incentives would most boost team engagement, followed by more social connection (57%) and gamification (44%). Coaching naturally incorporates some of these elements by encouraging regular feedback, celebrating achievements and building trust.

Moreover, 68% of leaders feel most inspired when they receive positive feedback from their teams, reinforcing the importance of two-way communication - a core principle of coaching.

Karen Smart adds: “The Chartered Society of Physiotherapy’s (CSP)coaching journey shows how behaviour change at scale is possible. When people learn to listen deeply, challenge constructively and reflect with purpose, the culture shifts - and so does the performance.”

Measuring impact matters

While many organisations invest in engagement initiatives, only 22% measure their impact clearly and consistently. Coaching can help bridge this gap by creating measurable outcomes around performance, wellbeing and retention.

Leaders surveyed said they most want to track how engagement drives productivity (29%), retention of top talent (22%), and team energy and efficiency (19%) - all areas where coaching has proven benefits.

Conclusion: coaching breaks the cycle

The Workplace Report 2025 paints a clear picture: disengaged managers are struggling to engage their teams, and without support, the cycle will continue. Coaching as a management style offers a practical, human-centred solution that builds resilience, fosters connection and drives sustainable engagement.

By investing in coaching skills and creating a culture of feedback, recognition and growth, organisations can empower leaders to re-engage themselves - and their teams - with purpose.