Employee engagement for control freaks
Human Resource Management International Digest
ISSN: 0967-0734
Article publication date: 30 August 2011
Abstract
Purpose
This paper aims to claim that most people are control freaks and explain how they can be encouraged to accept change.
Design/methodology/approach
The paper puts forward a five‐step plan to help to create genuine change in an organization.
Findings
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.
Originality/value
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.
Keywords
Citation
Chick, G. (2011), "Employee engagement for control freaks", Human Resource Management International Digest, Vol. 19 No. 6, pp. 3-6. https://doi.org/10.1108/09670731111163428
Publisher
:Emerald Group Publishing Limited
Copyright © 2011, Emerald Group Publishing Limited