Any organizations core element is team work (Senior and Swailes, 2004). When a group of employees get-together and work and help each other towards a set goal (Rasmussen and Jeppesen, 2006). To achieve this, the leadership contribution also plays a vital role and there should be a good relationship between the team and their leader Sparrowe and Liden (2005). Quality of team work will have an effect when the leaders have a good relationship between the team. Good team work will have a positive impact on the engagement Brunetto et al. (2013). Organizational goals and good sales could be achieved with commitment from these employees and less problems leading to them Rasmussen and Jeppesen (2006).
According to Pawar and Chakravarthy’s (2014) employees in an organization resign for so many reasons like career progression, issues with their staff mainly being the issues with their direct leaders or managers. This could be due to lack of proper feedback and appreciation to the employees which will have a major impact on them engaging with the team and organization (Branham, 2005).
The organizational values needs to be conveyed to all its employees in the best communication method to achieve its goal, when this happens, engagement of employees take place (Bindl and Parker, 2010). Good communication skills from the top Management will create a better employee engagement between the teams (Bakker et al., 2011).
According to (Mickan, Rodger, 2000) Leadership is mainly based on trust and this could lead to good teamwork in an organization which could result in better employee engagement and performance. Since the team members have different competencies, the employees could gain and share the knowledge and work towards better and to improve their self-confidence.
Accountability holds another important place in building up employee engagement and team. As a part of the job, employees needs to understand the expectations of their leaders and it is the duty of the team to fulfil it. They need to be accountable of their actions. When the structure of accountability in an organisation is built up well, then the employee performance leading to good team work and engagement increases (Haneberg, 2012). Unity of the team will be constructed based on teamwork, attitudes and possessiveness which could drive employees towards one goal (Evans & Dion, 1991).
According to (Swathi, 2013) Employee engagement can be divided into 5 categories:
1. The fully Engaged and satisfied :Employees in this category are always fully satisfied and engaged with their work. They only strive towards organizational goal.
2. This comes second in line. Employees on this group needs a slight push up to keep them going and they can easily fall into the first group.
3. The honeymooners -: their contribution to work will be very less although they are satisfied. They mainly focus on non-critical tasks rather than working on what is necessary.
4. The Burners : These are employees who have the will to work but need support to carry their load, if proper guidance or help isn’t provided, they will be disengaged and would be very difficult to lift them up.
5. The left alone: finally in line are the employees who are almost in the disengaged group. The cause could be due to these employees not been looked after well, or even rewarded for their work. If the leaders do not get them engaged, they might end up looking for options.
Video 3.0 : Leadership, Engage your team
(Source: Leadership - Engage your Team - Create a Culture of Engagement, 2013)
In the above video, it gives a good explanation on employee engagement with leadership.
List of References
Bakker, A.B., Albrecht, S.L. and Leiter, M.P. (2011), “Key questions regarding work engagement”, European Journal of Work and Organizational Psychology, Vol. 20 No. 1, pp. 4-28.
Bindl, U.K. and Parker, S.K. (2010), “Feeling good and performing well? Psychological engagement and positive behaviors at work”, in Albrecht, S.L. (Ed.), Handbook of Employee Engagement: Perspectives, Issues, Research and Practice, Edward Elgar, Cheltenham.
Brunetto, Y., Xerri, M., Shriberg, A., Farr-Wharton, R., Shacklock, K., Newman, S. and Dienger, J. (2013), “The impact of workplace relationships on engagement, well-being, commitment and turnover for nurses in Australia and the USA”, Journal of Advanced Nursing, Vol. 69 No. 12, pp. 2786–99.
Evans C.R. and K.L. Dion. 1991. “Group Cohesion and performance: A Meta-Analysis.” Small Group Research, 22(7): 175-186. [Accessed 5th Jan 2016].
Haneberg. L, 2012, Accountability and Ownership, MPI, pp. 1-6. [Online] Available through: http://managementcraft.typepad.com/Accountability%20and%20Ownership%20Article.pdf [Accessed 5th Jan 2016].
Leadership - Engage your Team - Create a Culture of Engagement. (2013). [video] Directed by K. Wright. USA.
Mickan. S, Rodger. S, 2000, Characteristics of effective teams: a literature review, Australian Health Review, pp. 201-208. [Online] available through: http://www.researchgate.net/publication/12145106_Characteristics_of_effective_teams_a_liter Page 85 ature_review [Accessed 22nd Sept 2015].
Rasmussen, T. and Jeppesen, H. (2006), “Teamwork and associated psychological factors: a review”, Work and Stress, Vol. 20 No. 2, pp. 105–28.
Senior, B. and Swailes, S. (2004), “The dimensions of management team performance: a repertory grid study”, International Journal of Productivity and Performance Management, Vol. 53 No. 4, pp. 317–33.
Sparrowe, T. and Liden, C. (2005), “Two routes to influence: integrating leader–member exchange and social network perspectives”, Administrative Science Quarterly, Vol. 50 No. 4, pp. 505–35.
S, S. (2013). Impact of leadership on employee engagement. International Journal of Marketing, Financial Services & Management Research, [online] 2(5). Available at: http://indianresearchjournals.com/pdf/IJMFSMR/2013/May/14.pdf [Accessed 2 Oct. 2019].
Good referencing and well-structured article, Engaged employee is an asset to an organization where the employee contributes the maximum level of productivity to the organization. A highly engaged employee is having less chance to leave the organization. where the organization earn the benefits of decreasing employee turnover, better productivity, better efficiency, Gain bottom line profit and loyal customers (Robertson-Smith and Markwick, 2009).
ReplyDeleteThank you Nayani, adding more to it, when employees are happy with their work, their loyalty towards work increases (Levinson, 2007a).
DeleteFurthermore, if the leadership is dedicated in an organization this can be a key driver for employee engagement whereas the quality or relationship between the supervisor and subordinate affect the engagement levels of the employees (Robertson-Smith and Carl Markwick, 2009).
ReplyDeleteManager and self-efficacy has an impact on one another which could lead to more effective people in the organisation s (Luthans & Peterson, 2002).
DeleteGreat insights on how leadership and team work can impact employee engagement, thank you for sharing! I would like to add, Armstrong (2009) elaborated on the important role played by line managers in increasing employee engagement levels. The author also explains the importance of training of line managers and future managers on the same. If I may share my experience, at my current organization there are a few training programs that are mandatory for different levels of leaders.
ReplyDeleteThank you Nadeeranga, the training is on place so employees can increase their knowledge, skills and attitude so they could work towards the goals and targets (Luthans & Peterson, 2002).
DeleteEmployee engagement is a positive force that motives and connects employee with their organization, either emotionally, cognitively or physically (Kahn, 1990; Wellins and Concelman, 2005). Also, organizations need leaders who lead with purpose, have strong values and integrity, who are able to create enduring organizations, and who motivate their employees to engage collectively in achieving goals (George, 2003).
ReplyDeleteLuthans and Peterson(2002)found that a manager’s self‐efficacy can lead to increase in the engagement and effectiveness of their subordinates. This confidence may be picked up on by employees who, as a result, feel confident in their leadership enabling them to engage with their organisation.
ReplyDeleteHi Shakir, fully agree with you on your post.
ReplyDeleteAccording to Wageman (1997), “company’s teamwork is the only way anything gets accomplished with quality and efficiency and a major reason why economic growth is under control and company’s success is scrutinized by top management to achieve the desired goals”.
Informative blog.
ReplyDeleteAre you looking for virtual employee engagement activities to engage your remote team employees. With these activities,we can build your team virtually and boost our remote employees morale.
Great Article! Employee engagement activities have been proven to improve productivity, and overall improve remote employees team bonding in the workplace. Bring your remote team together through Online employee engagement activities.
ReplyDeleteNice post! Engaged employees care for the company, they’re not simply working for salary and promotions but they also work effectively and efficiently for the growth of the company. Online employee engagement activities have become the most popular topic for leaders and HR professionals, because of the pandemic conditions. Filled with unique fun virtual entertaining games that help employees connect with others
ReplyDeleteEngaged employees work effectively and efficiently for the organization And the technology adds more fun to the employee engagement and the team-building of the employees. As employees are virtually connected with each other through digital platforms. Driving online employee engagement activities could be one of the most important factors for the organizations
ReplyDeleteLooking for a Virtual Karaoke Game to have fun with your coworkers? Here are some Fun Ideas and games to play with coworkers at the workplace. So, Go and Check it on our website.
ReplyDelete