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Employee engagement for control freaks

Gareth Chick (Director, at Spring Partnerships, Banbury, UK)

Human Resource Management International Digest

ISSN: 0967-0734

Article publication date: 30 August 2011




This paper aims to claim that most people are control freaks and explain how they can be encouraged to accept change.


The paper puts forward a five‐step plan to help to create genuine change in an organization.


The paper describes the five stages as: uncertainty; denial; negotiation; reflection; and action.

Practical implications

The paper advances the view that the job of the leader is to move people through these five stages as fast as possible; arguably the definition of leadership is to get people through these stages quicker than on their own.

Social implications

This paper highlights, at a time when organizational change is the norm, a way in which managers can encourage their people to accept and embrace this change.


The paper reveals that authentic leadership means creating an emotional journey towards an inspirational vision of the future – creating a compelling mission or purpose – and then communicating this effectively.



Chick, G. (2011), "Employee engagement for control freaks", Human Resource Management International Digest, Vol. 19 No. 6, pp. 3-6.



Emerald Group Publishing Limited

Copyright © 2011, Emerald Group Publishing Limited

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