How Apprenticeships solve the ‘accidental manager’ problem

Does this situation sound familiar? Organisations grow and change to meet business needs, and in the process, roles often shift unexpectedly. A team member leaves, and before long, the most dependable employee finds themselves “automatically” promoted into a management role.

On the surface, it feels like a win-win: the vacancy is filled quickly, and the individual gains a new title. But the reality is often more complicated. That employee, who thrived in their previous role, is now suddenly responsible for managing people, conducting performance reviews, handling conflict, and making strategic decisions—without ever having been equipped with the right training. The strengths that made them excellent in their old job don’t always translate into effective leadership.

The phrase “accidental manager” may sound harmless, but the impact is far from it. Without structured development, these managers can unintentionally affect morale, disrupt team culture, and hold back productivity.

The scale of the problem

Research from the Chartered Management Institute (CMI) and YouGov reveals that 82% of managers in the UK are “accidental managers” with no formal management training. That equates to millions of people navigating one of the most critical roles in any organisation with little more than intuition to guide them.

The consequences ripple far beyond the individual. Studies show that:

• One in three UK employees have left a job because of a poor relationship with their manager.
• Bad management is consistently listed among the top causes of disengagement, stress, and burnout in the workplace.
• Productivity losses associated with ineffective management are estimated at up to 4.5% per employee—a staggering figure when scaled across entire organisations.

It’s clear that the leadership skills gap is one of the most obvious challenges in UK workplaces today.

Why technical expertise doesn’t equal great leadership

A misconception around management is the assumption that success in a technical role automatically translates into success in a leadership role.

Take, for example, a brilliant engineer, barista, or customer service advisor. Their promotions often come as recognition of their technical expertise. But leadership requires a completely different toolkit: coaching, communication, delegation, emotional intelligence, and strategic thinking.

Without training, many managers default to micromanagement, avoidance of difficult conversations, or overcompensation through long hours. Not because they lack potential, but because they lack support. This is where apprenticeships make all the difference: by providing a structured, practical framework that allows managers to build these skills in real time, while continuing to work.

Why apprenticeships are perfect for managers

When people hear the word apprenticeship, many still picture young school leavers in entry-level roles. But this view is outdated. In fact, almost half of all apprentices in England are aged 25 and over, and leadership and management apprenticeships are some of the most popular higher-level options available.

Unlike traditional training courses that take managers out of the workplace, apprenticeships are designed to be flexible and relevant:

• Learn while you lead: Managers apply new tools and strategies in their day-to-day role as they learn them.
• Credible qualifications: From Level 3 Team Leader programmes through to Level 7 Senior Leader apprenticeships, these pathways provide nationally recognised qualifications.
• Tailored learning: Apprenticeships address the real-world challenges managers face, from managing conflict to driving team performance-making them immediately valuable.
• Accessible funding: For levy-paying employers, apprenticeships are already covered. For SMEs, the government funds up to 95% of the cost.

Apprenticeships deliver ROI

A recent CMI report found that management apprenticeships generated £106 million in additional revenue for UK businesses in just one year.

Breaking it down further:

• Level 7 (Masters-equivalent) apprenticeships generated an average of £36,700 per learner in additional revenue.
• Level 6 apprenticeships delivered £18,300, while Level 5 added £14,600.
• Even Level 3 Team Leader apprenticeships returned £13,400 per learner.

On average, apprentices produced £20,900 extra revenue per year for their employers. And that doesn’t even account for the longer-term benefits of improved retention, stronger succession planning, and healthier workplace cultures.

When compared with the costs of high turnover, recruitment, and lost productivity, it’s easy to see why forward-thinking employers are making apprenticeships their go-to solution for leadership development.

Bottom line: Culture and retention

Financial ROI is just one part of the picture. The human benefits of training managers are equally powerful.

When managers feel confident, supported, and equipped to lead, they:

• Build more engaged and motivated teams.
• Reduce workplace conflict and burnout.
• Create a culture of learning and development that cascades throughout the business.

And for employees? Having a trained, empathetic, and effective manager often makes the difference between staying loyal to a company and walking out the door. With one in three workers leaving jobs because of poor management, investing in apprenticeships can be a direct lever for improving retention.

Apprenticeships offer one of the most effective, accessible, and impactful solutions to close this leadership skills gap. They’re not just about qualifications; they’re about transforming the way businesses grow their people and sustain their success.

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Ready to show your team they matter?

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At Kiwi Education, we specialise in apprenticeships and short courses designed to upskill entire teams — not just new starters. If you want to invest in your people and future-proof your business, we’d love to help.

Get in touch today to find out how our training programmes can make a difference for your team.