Why managers withhold feedback – and what coaching leaders do differently

A new study from the University of Exeter, the University of Portsmouth and York University has revealed that around one in four managers choose to withhold feedback from the people they supervise – even when that feedback is positive.

The research also found evidence that managers were more likely to withhold certain types of negative feedback from women than men, highlighting how unconscious bias can influence workplace conversations.

At first glance, this may appear to be a story about feedback. In reality, it is a story about leadership.

For organisations focused on improving employee performance, workplace productivity and employee engagement, the findings raise an important question: what happens when managers decide that saying nothing is easier than having a coaching conversation?

Most leaders understand that feedback matters. Yet this research suggests many employees may not be receiving the information they need to learn, improve and succeed.

This is where a coaching style of management becomes critically important.

Feedback is not a management task – it is a development tool

Too often, feedback is viewed as an administrative responsibility, something that takes place during a performance review or annual appraisal.

Coaching leaders see things differently.

They recognise that effective feedback is one of the most powerful tools available for improving performance, developing talent and unlocking potential. Rather than seeing feedback as a judgement on past performance, they use it as a catalyst for future growth.

This distinction sits at the heart of coaching leadership.

When people understand what they are doing well, they can build on their strengths. When they understand where improvement is needed, they can adapt, learn and develop. Without that insight, performance can plateau because individuals simply do not know what to continue, stop or change.

In that sense, feedback is not simply information. It is guidance. It is clarity. It is a resource for learning.

Organisations that invest in leadership development increasingly recognise that regular coaching conversations and ongoing feedback are essential for building high-performing teams and supporting sustainable business growth.

The hidden cost of silence

Many managers worry about getting feedback wrong.

They fear damaging relationships, reducing confidence or creating discomfort. The study suggests some managers withhold information because they are trying to protect the self-esteem of those they manage, particularly when feedback is negative or unclear.

While these intentions may be well meaning, the consequences can be significant.

When positive feedback is withheld, people may not realise which behaviours are creating value. Opportunities to reinforce excellent performance are missed.

When developmental feedback is withheld, employees lose the opportunity to learn from mistakes, refine their approach and improve outcomes.

In both situations, leaders unintentionally limit growth.

The absence of feedback often creates a vacuum that employees fill with assumptions, uncertainty and self-doubt. Far from protecting people, silence can undermine employee engagement, weaken performance management processes and reduce workplace productivity.

For coaching leaders, silence is not neutral. Every missed feedback conversation is a missed opportunity to support learning and development.

Why coaching leaders embrace transparency

One of the most encouraging findings from the research was that managers who shared feedback consistently were motivated by transparency and a sense of duty towards those they supervised.

These qualities sit at the heart of effective coaching leadership.

A coaching leader understands that their role is not to shield people from reality but to help them understand it, navigate it and learn from it.

This means:

• Sharing observations openly and respectfully
• Providing feedback regularly rather than saving it for annual reviews
• Focusing on behaviours and outcomes rather than personal characteristics
• Encouraging reflection and learning
• Helping individuals identify practical actions for improvement
• Building trust through regular coaching conversations

When leaders approach feedback through a coaching lens, conversations become less about criticism and more about development.

The result is greater accountability, stronger performance and improved confidence.

The importance of fair and consistent feedback

The study also highlighted evidence of what researchers described as "paternalistic bias", with managers appearing more likely to withhold certain negative feedback from female workers because of concerns about confidence or emotional impact. Previous evidence suggests women are no less willing than men to receive feedback, raising important questions about how assumptions can shape leadership behaviour.

This finding serves as an important reminder for all leaders.

Fairness is not simply about treating everyone kindly. Fairness also means ensuring that everyone has access to the information they need to grow and succeed.

If some individuals receive less candid feedback than others, development opportunities become uneven. Career progression, learning and professional development can all be affected.

Coaching leaders therefore strive for consistency. They create a feedback culture where constructive feedback is expected, normalised and available to everyone, regardless of role, background or identity.

This approach helps organisations reduce bias while supporting both employee development and organisational performance.

Creating a feedback culture that drives performance

Organisations seeking to improve performance, productivity and employee engagement should view feedback as a strategic capability rather than an individual management skill.

A strong feedback culture is characterised by the following.

Frequent conversations

Development happens continuously, not once or twice a year.

Clear expectations

People perform better when they understand what success looks like.

Psychological safety

Employees should feel able to discuss challenges, mistakes and opportunities for improvement without fear.

Managerial capability

Managers need the confidence and coaching skills to hold honest, constructive conversations.

A coaching mindset

The goal should always be learning, growth and future success rather than judgement or blame.

Consistency and transparency

Everyone should have equal access to meaningful, high-quality feedback.

When these conditions are in place, feedback becomes a normal part of working life rather than an event to be feared.

As Joanna Dawson, interim head of AoEC for Business, observes: "People rarely grow from the feedback they don't receive. The most effective leaders understand that feedback is not about telling people what is wrong; it is about helping them see what is possible. A coaching conversation creates the space for reflection, learning and action, turning insight into improved performance and lasting development."

This insight captures the essence of coaching leadership. The purpose of feedback is not to make people feel good or bad. Its purpose is to help them become better.

The leadership challenge

The research presents an important challenge for today's managers. If one in four leaders are withholding feedback, organisations may be losing valuable opportunities to improve performance, accelerate development and strengthen engagement.

The lesson is clear.

Great leadership is not about avoiding difficult conversations. Nor is it about protecting people from information that could help them improve.

A coaching-style manager understands that effective feedback, delivered thoughtfully and consistently, is one of the most powerful tools for improving individual performance and organisational success.

Because the greatest risk is often not the feedback we give – it is the feedback we never share.