Only 7% of Leaders Get This Right—And Their Teams Outperform Everyone Else

Why It Matters

Combining high expectations with genuine care lifts employee engagement and productivity, giving firms a measurable competitive edge. Companies that develop these leaders can expect stronger performance and lower turnover.

Key Takeaways

• Only 7% of leaders excel in expectations and care.
• Such leaders boost direct reports' engagement to 43%.
• Teams with these leaders outperform others two‑to‑one.
• 92% inspire willingness or creative excitement.
• Dual focus rare but drives superior performance.

Pulse Analysis

Recent data from the FranklinCovey Institute’s *The Case for the 6 Critical Practices* Survey shines a spotlight on a leadership paradox: the simultaneous need for rigorous performance standards and authentic employee care. While most organizations emphasize one dimension, the survey shows that merely 7 % of leaders achieve high marks on both, underscoring how uncommon the "Expect a Lot, Care a Lot" profile truly is. This rarity makes the associated performance gains all the more striking, offering a clear benchmark for executives seeking to elevate team dynamics.

The impact of this dual‑focus leadership is quantifiable. Direct reports of such leaders are 43 % likely to sit in the highest engagement tier—dubbed Creative Excitement—compared with just 20 % for other teams, translating into a more than two‑to‑one advantage in motivation and output. Moreover, 92 % of these leaders spark either Willing Cooperation or Creative Excitement, fostering a culture where employees are both accountable and emotionally invested. These engagement spikes correlate with higher productivity, better customer outcomes, and reduced turnover, delivering tangible bottom‑line benefits.

For companies aiming to replicate this success, the path forward involves intentional development programs that blend performance management with empathy training. Leaders must be equipped with tools to set clear, ambitious goals while also demonstrating genuine concern for individual team members’ growth and well‑being. Embedding such practices into performance reviews, coaching cycles, and corporate values can gradually shift the leadership distribution toward the coveted 7 % segment, unlocking sustained competitive advantage in an increasingly talent‑driven market.