PurposeThe study investigated the factors considered by subordinates when evaluating the productivity of their managers, in addition to how those factors influenced such feedback.Design/methodology/approachA questionnaire survey was conducted among participants. The results were processed using a cluster analysis (K-means method), the Mann–Whitney U test and the χ2-Pearson test.FindingsThe survey results were used to categorize managers as highly productive, moderately productive, or lowly productive. Recommendations for how to increase productivity were then determined.Research limitations/implicationsThe implication of our study in perspective research lies in particular in showing the mediating character of constructive feedback in subordinates' viewing manager efficient. As for practice, knowing subordinates' feedback makes it possible for an organization to influence the quality of supervisor-subordinate dyad. DTEK company has already put into practice the results of our study into corporate education and learning. In particular, recommendations for how to increase productivity (through giving constructive feedback, time to talk in private to an employee and expressing gratitude for good work) are discussed.Practical implicationsThe results indicated that highly productive managers tended to professionally develop both themselves and their subordinates. They provided subordinates with constructive feedback as well as the opportunity to talk in-person. These managers were also experts in the activities performed by their subordinates and showed gratitude for their accomplishments.Originality/valueThis study examined managerial efficacy as reviewed by subordinates. A theoretical analysis was conducted to outline the factors typically associated with managerial productivity (e.g. interpersonal skills, synchronizing projects, technical knowledge and handling work-related frustration).