One in four managers withholds feedback from those they supervise, even when the news is positive

Researchers from the University of Portsmouth, the University of Exeter, and York University discovered that approximately one in four managers withhold performance feedback from their employees, even when the assessment is positive. The finding appears in Management Science and reveals a troubling pattern in workplace communication that disproportionately affects women.

The study highlights a breakdown in basic managerial communication. Managers who suppress positive feedback undermine employee development and career progression. The practice proves especially damaging for female workers, who experience this withholding at higher rates than male counterparts.

Performance feedback serves as a foundation for informed career decisions, professional growth, and educational choices. When managers fail to deliver this information, employees lack critical data about their performance and capabilities. The gap widens between actual job performance and employee perception of it, creating confusion and lost opportunities.

The research team did not specify why managers engage in this behavior. Possible explanations include discomfort with difficult conversations, concern about employee reactions, or unconscious bias. The gendered pattern suggests that stereotypes or assumptions about how women respond to criticism may influence withholding decisions.

The implications extend beyond individual careers. Organizations lose productivity when talented employees remain unaware of their strengths. Retention suffers as employees without adequate feedback struggle to find growth opportunities internally. The disproportionate impact on women perpetuates workplace inequality and limits advancement for half the workforce.

Addressing this pattern requires organizational intervention. Companies should train managers on feedback delivery, establish clear expectations that feedback be shared regularly, and create accountability mechanisms. Psychological safety in the workplace helps managers overcome reluctance to have difficult conversations.

The study provides quantified evidence of a problem many employees sense intuitively. Managers withhold information that could transform careers, even when delivering good news. This pattern, particularly damaging to women's advancement, demands attention from leaders committed to fair and transparent workplaces.