What happens when workers get a say in evaluating their managers? At one Chinese carmaker, the results speak for themselves: happier teams, better leadership, and a noticeable boost in productivity—without a single downside. Those are key findings of a recent study by Wharton associate professor of business economics and public policy Shing-Yi Wang, and Jing Cai from the University of Maryland.

Their research, published in The Quarterly Journal of Economics, shows that worker feedback didn’t just lift morale—it cut turnover by half and made teams run more effectively, a big result in an industry like manufacturing, where high turnover is a persistent challenge for companies.

 …