When employee engagement scores are low, eyes turn to tools, processes, and even workplace culture. However, most studies show that the most important driver of low commitment is leadership.
Greta Mazzetti of the University of Bologna, Italy, and Wilmar Schaufeli of the University of Utrecht, Netherlands, introduced a new leadership style to the literature with an article they presented in the open access journal PLOS ONE on June 29, 2022: Katılımcı Liderlik (Engaging leadership)
The research findings were published as follows:
“An employee who is engaged typically has a positive state of mind relating to their work and shows vigor, dedication, and absorption in their work. Previous research suggests that more engaged employees tend to have greater well-being and better job performance.
Previous research also suggests that a certain style of leadership known as engaging leadership — involving leaders who fulfill employees’ need for autonomy, feeling competent, and feeling cared for — may boost employee engagement. However, most studies of workplace leadership styles have focused on a single point in time, without analyzing potential effects over time.
To provide new insights, Mazzetti and Schaufeli explored the impact of an engaged leadership style on work engagement and team effectiveness of 1,048 employees across 90 teams within a Dutch workplace. Participants each took two surveys, one year apart, which included questions about their supervisors’ level of engaging leadership, their own work engagement, and other personal and team characteristics.
Statistical analysis of the responses suggests that supervisors perceived as engaged leaders in the initial survey did indeed enhance employee engagement as captured in the second survey. This impact appeared to occur via a boost in employees’ personal psychological resources of optimism, resiliency, self-efficacy, and flexibility — these results are in line with evidence from previous studies.
Similarly, engaged leaders appeared to enhance team effectiveness by boosting team resources, which consisted of performance feedback, trust in management, communication, and participation in decision-making. Team resources also appeared to affect individual employee engagement.
These findings support the use of engaging leadership to boost employee engagement and team effectiveness in the workplace. Future research could compare the effects of engaging leadership versus other leadership styles on employees and teams over time.
The authors add: “A leader who inspires, strengthens and connects team members fosters a shared perception of available resources (in terms of performance feedback, trust in management, communication, and participation in decision-making), and a greater psychological capital (i.e., self-efficacy, optimism, resilience, and flexibility)”