{"id":17332,"date":"2023-08-09T11:43:51","date_gmt":"2023-08-09T18:43:51","guid":{"rendered":"https:\/\/www.knowledgecity.com\/blog\/?p=17332"},"modified":"2024-04-01T07:20:57","modified_gmt":"2024-04-01T14:20:57","slug":"boosting-employee-engagement-for-success-the-power-of-the-engaging-leader","status":"publish","type":"post","link":"https:\/\/www.knowledgecity.com\/blog\/boosting-employee-engagement-for-success-the-power-of-the-engaging-leader\/","title":{"rendered":"Boosting Employee Engagement for Success: The Power of The Engaging Leader"},"content":{"rendered":"

Earlier this year, there was much talk about quiet quitting. It refers to employees doing the bare minimum requirements of their job and putting no more effort, time, or energy than is necessary. In other words, they are disengaged.\u00a0<\/span><\/p>\n

One Gallup poll put the number of engaged employees in the United States at a <\/span>mere 36% in<\/a> 2021<\/a><\/span>.\u00a0<\/span><\/p>\n

\"Leadership<\/p>\n

Why are so many people checked out at work? There are likely many factors, but one is certain: Disengaged leaders result in disengaged employees. <\/span>However, engaged leaders lead to<\/a> engaged employees<\/a><\/span>.\u00a0<\/span><\/p>\n

Let\u2019s explore leadership engagement and how to maximize it.<\/span><\/p>\n

Why Is Leadership Engagement Important?<\/b><\/h3>\n

It can be argued that<\/span> leadership engagement was why Jamie Dimon was able to steer JP Morgan Chase through the financial crisis of 2008, keep his job, and turn it into one of the largest banks in the world. All while his 2008 contemporaries were forced to sell their banks, resign in disgrace, or both.<\/span><\/p>\n

In the run-up to the financial crisis, other Wall Street executives had been focused on maximizing short-term profits to maximize their own compensation. They kept this mentality as the crisis took hold and weren\u2019t fully engaged in the success of the firms they led.\u00a0<\/span><\/p>\n

At the same time, Dimon had backed off from the risky ventures of his contemporaries and ensured that JP Morgan Chase\u2019s balance sheet could withstand a crisis. Why did he do this? Because Dimon understood that he had to ensure his bank\u2019s long-term success.\u00a0<\/span><\/p>\n

So, why do engaged and engaging leaders make such a difference?<\/span><\/p>\n

Every team in an organization has a leader. It\u2019s almost impossible for a leader to be engaging with their team if they\u2019re not engaged themselves. Engaging leadership has a sort of trickle-down effect.\u00a0<\/span><\/p>\n

Mid-level leaders are the bridge between the executive leadership\u2019s vision and the employees responsible for executing it. CEOs and other executive leaders are responsible for casting visions, whether they\u2019re meant to be met from several months to several years into the future.\u00a0<\/span><\/p>\n

Individual employees are responsible for those day-to-day tasks that help bring that vision to life. Mid-level leaders must bridge the gap between those two different perspectives. That is, they translate the executive\u2019s future-minded vision into actionable steps for employees to perform. To do that successfully, these leaders must be engaged in the vision.<\/span><\/p>\n

To see this in action, consider the 2008 Financial Crisis again. Most banks in the early 2000s were headed by disengaged executives whose visions were premised on short-term profits.\u00a0<\/span><\/p>\n

On the other hand, at JP Morgan Chase, a mid-level leader like Charlie Scharf <\/span>avoided those<\/a> same risks\u00a0 <\/a><\/span>and was honest with shareholders about the company\u2019s dire financial situation<\/span><\/a>. This demonstrates the importance of the right vision and shows how important mid-level leadership can be to executing the vision. It also shows how engaging leadership trickles down.<\/span><\/p>\n

Engaging leadership leads to engaged employees. Employee engagement has been consistently shown to counteract low retention. <\/span>Gallup\u2019s 2023 State of the Global Workplace<\/a> Report<\/a><\/span> found that \u201cengaged employees require a 31% pay increase to consider taking a job with a different organization; not engaged and actively disengaged employees, on average, want a 22% pay increase to change jobs.\u201d<\/span>\u00a0<\/span><\/p>\n

If someone is more engaged in their job, enjoys their work, and feels it has meaning, they\u2019re more likely to stay.<\/span><\/p>\n

How Does Leadership Engagement Affect Employee Engagement?<\/b><\/h3>\n

It\u2019s helpful to have a working definition of employee engagement. <\/span>Wilmar Schaufeli and his<\/a> colleagues<\/a><\/span> defined work engagement as \u201ca positive, fulfilling, work related state of mind that is characterized by vigor, dedication, and absorption\u2026\u201d\u00a0<\/span><\/p>\n

The same paper found that employee engagement is maximized when an employee\u2019s needs for autonomy, competence, relatedness, and meaning are satisfied.\u00a0<\/span><\/p>\n

Where does leadership engagement come into the picture? The Schaufeli research survey found that engaging leadership directly and indirectly promotes employee engagement.\u00a0<\/span><\/p>\n

It meets employees\u2019 needs for <\/span>autonomy<\/b>, <\/span>competence<\/b>, <\/span>relatedness<\/b>, and <\/span>meaning<\/b>. The leaders that do this are <\/span>empowering, strengthening, connecting, <\/b>and<\/span> inspiring.<\/b><\/p>\n

This kind of engaging leadership increases employee engagement and individual and team performance while decreasing burnout and boredom.\u00a0<\/span><\/p>\n

Also, one of the studies in the Schaufeli survey showed that engaging leadership increased \u201cjob resources.\u201d These resources include team spirit, role clarity, and task variation. Engaging leadership also decreased \u201cjob demands,\u201d like work overload, emotional demands, and work-home interference.\u00a0<\/span><\/p>\n

By doing so, this engaging leadership created a work environment that met employees\u2019 basic needs of autonomy, competence, relatedness, and meaning. That is, engaging the leaders themselves will meet the needs of their employees through how they interact with them.\u00a0<\/span><\/p>\n

Engaging leadership makes for better workplaces and better organizational cultures. But what is it that makes leadership engaging, and what can be done to help leaders develop those characteristics?<\/span><\/p>\n

What Makes Leadership Engaging?<\/b><\/h3>\n

An engaging leader meets the four basic needs of their employees by <\/span>empowering, strengthening, connecting, <\/b>and<\/span> inspiring<\/b> them.\u00a0<\/span><\/p>\n

An <\/span>empowering<\/b> leader gives their team members freedom, responsibility, and a voice in the team\u2019s overall direction. They might also give their team members assignments with expected results while letting the team members decide how they\u2019ll achieve those results.\u00a0<\/span><\/p>\n

An empowering leader might also facilitate a weekly pulse meeting with their team to check their progress and gather their thoughts on how best to move forward. An empowering leader is never micromanaging or controlling and meets their teams\u2019 needs for autonomy.<\/span><\/p>\n

A <\/span>strengthening<\/b> leader facilitates their team members\u2019 professional growth and delegates tasks to them in ways that play to their strengths.\u00a0<\/span><\/p>\n

A strengthening leader might assign more challenging assignments to push their team members to improve, never impeding their professional growth or denigrating their professional abilities. A strengthening leader meets their team members\u2019 needs for competence.<\/span><\/p>\n

A <\/span>connecting<\/b> leader creates a sense of team spirit and togetherness. They might do this by facilitating collaboration between their team members, particularly those with complementary strengths. They get to know their team members personally and encourage them to do the same with one another.\u00a0<\/span><\/p>\n

A connecting leader will never isolate their team members or encourage unhealthy competition. They meet their employees\u2019 needs for <\/span>relatedness<\/b>.<\/span><\/p>\n

An <\/span>inspiring<\/b> leader fosters a shared purpose and vision in their team members. They might do this by clarifying the organization\u2019s values and mission, along with how their teams\u2019 work contributes to them.\u00a0<\/span><\/p>\n

An inspiring leader would go out of their way to acknowledge their team member\u2019s contributions to the overarching vision. An inspiring leader will never tell their team their work is meaningless, nor will they denigrate the organization\u2019s values. They meet their team members\u2019 needs for <\/span>meaning.<\/b><\/p>\n

If a leader is disengaged or simply going through the motions, they\u2019ll have difficulty leading. They won\u2019t be able to meet their employees\u2019 psychological needs and keep them engaged. Disengaged leadership leads to disengaged employees.<\/span><\/p>\n

Strategies for Boosting Leadership Engagement<\/b><\/h3>\n

Given the benefits engaged leaders can produce, what strategies can be implemented to maximize leadership engagement?\u00a0<\/span><\/p>\n

One method would be to place engaged leadership at the top of the organizational flowchart.\u00a0<\/span><\/p>\n

To see this more clearly, it\u2019s helpful to look at some of the causes of disengagement, specifically for those in leadership roles. What practices can help leaders re-engage and thrive? <\/span>One Gallup study<\/span><\/a>, which focused on leadership engagement in Thailand, assessed the following primary causes:<\/span><\/p>\n

Challenge: \u201cRapid Change\u201d<\/b><\/h3>\n

According to the study\u2019s analysis, \u201cMany organizations in Thailand have undergone some kind of change in management, vision, mission, or performance goals over the last few years.\u201d\u00a0<\/span><\/p>\n

Some variation of this statement is true in organizations worldwide, not just in Thailand. Economic uncertainty, technological development, changes in laws, and shifting geopolitical landscapes have created environments of rapid change in organizations, regardless of their sector.\u00a0<\/span><\/p>\n

Organizations have to shift visions and goals so they can adapt. This can end up disengaging some leaders if they don\u2019t see the full perspective and can\u2019t understand the need for change.\u00a0<\/span><\/p>\n

Solution: Clear Vision Casting<\/b><\/h3>\n

Executives need to ensure that their organization\u2019s leaders are on board with the organizational vision and see it clearly. Doing so will help them navigate rapidly changing environments.\u00a0<\/span><\/p>\n

This can be achieved by ensuring leaders always know where they\u2019re leading their teams and why they should meet their need for meaning. This is best accomplished with a clear, documented statement of the organization’s vision for the immediate future.\u00a0<\/span><\/p>\n

This statement should always tie back to the organization\u2019s values. It should be updated regularly, but the interval can vary from quarterly to annually to anything in between, depending on the organization\u2019s needs. Understanding the organization\u2019s direction will help meet leaders\u2019 and employees\u2019 needs for meaning<\/span>.<\/b><\/p>\n

Challenge: \u201cExcessive Control\u201d<\/b><\/h3>\n

The second challenge that the Gallup study identified was overly controlling executives. It confirmed that this kind of leadership leads to feelings of disempowerment among other leaders. Again, this can be true across nations and cultures.\u00a0<\/span><\/p>\n

Solution: Autonomous Leaders<\/b><\/h3>\n

This is where empowering<\/span> leadership<\/span> becomes important. CEOs and other executives should give mid-level leaders autonomy. If the organization\u2019s vision is clearly stated, managers should be trusted to execute that vision in the way they know best. These leaders are in their positions for a reason, so it\u2019s imperative to trust them to do their jobs. This will help leaders meet their needs for autonomy.<\/span><\/p>\n

Challenge: \u201cPoor Preparation\u201d<\/b><\/h3>\n

The final major challenge the study identified was poor preparation. It explained that many executives rose through the ranks relatively quickly because of performance in previous roles.\u00a0<\/span><\/p>\n

However, they didn\u2019t necessarily receive training and growth opportunities to fit into their new responsibilities. Again, this can be a problem in organizations across the world.<\/span><\/p>\n

Solution: Amplify Leaders\u2019 Strengths<\/b><\/h3>\n

Solving this issue is simple: Enhance leaders\u2019 strengths so they have everything they need to excel. They should be given roles and training that align with and are tailored to their strengths. This will meet their needs for competence.<\/span><\/p>\n

Conclusion<\/b><\/h3>\n

The challenges we\u2019ve discussed exist in most organizations. They each present opportunities for implementing leadership engagement strategies and demonstrating a different facet of engaging leadership. This will boost leadership retention by enabling mid-level managers and executives to be engaging leaders. <\/span><\/p>\n","protected":false},"excerpt":{"rendered":"

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