When I was teaching, there was an ongoing debate about what the optimal class size was. It became even more complicated when trying to determine the appropriate size of a special education caseload. There were so many variables to consider that it was incredibly difficult to quantify.
As I moved out of the classroom and into more corporate-style roles, a similar question of the best team size came up frequently. How many direct reports should one manager have? Just like the classroom size debate, there are lots of different viewpoints and ideas about this and Gallup has done some investigating into this recently, too.
Not surprisingly, the answer to the “right” team size is, as usual, it depends - especially as many organizations are reducing the number of management roles, which often results in more employees reporting to each remaining leader. Gallup’s research suggests that whether a larger span of control is effective has far less to do with a specific number and much more to do with the conditions surrounding the team and its leader.
One of the strongest influences on how well a team functions is its level of engagement. Gallup’s work consistently shows that engaged teams outperform disengaged ones across productivity, retention, and overall wellbeing. While smaller teams can make it easier to build strong relationships, engagement isn’t guaranteed by size alone. Leaders of larger teams must be especially intentional about connection, clarity, and recognition to keep people motivated and aligned.
Another important factor is how managers allocate their time. Many leaders continue to balance people leadership with individual contributor responsibilities. As team size grows, this dual role becomes harder to manage. When managers are stretched thin by meetings, deadlines, and task work, the time available for coaching, development, and meaningful conversations often shrinks - even though those activities are essential for team success.
Gallup’s research reinforces that the effectiveness of a team depends heavily on the manager’s leadership capability. Strong managers who communicate well, organize effectively, and lead with empathy are better equipped to handle larger teams. Without those strengths, even a small team can struggle. In other words, the impact of leadership quality often outweighs the impact of team size itself.
Consistent, meaningful feedback is another key driver of team effectiveness. Regular one-on-one conversations help employees understand expectations, track progress, and feel supported in their growth. As teams expand, maintaining this level of communication becomes more challenging, but it remains critical. Teams thrive when feedback is frequent, focused, and purposeful, regardless of how many people a manager leads.
Much like the classroom size debates I experienced in education, there’s no single “right” answer when it comes to team size, but the quality of the manager clearly plays a major role. Numbers can provide helpful guidelines, but they don’t tell the whole story. Engagement, time, leadership capability, and communication ultimately determine whether a team - large or small - can truly thrive.
The better question may not be How many people should report to one manager? but rather What conditions need to be in place for those people to be well-led?
Referenced Source: Gallup Workplace. What Is the Optimal Team Size for Managers?