Leading to intrinsically reward professionals for sustained engagement

Abstract

Purpose

The purpose of this paper is to identify leader behaviors that foster intrinsic rewards (IRs) in technical professionals, sustain their felt and behavioral engagement, and relate the career outcomes of performance, satisfaction with the organization, and retention.

Design/methodology/approach

Employing an action research approach, four studies were undertaken to: first, identify what intrinsically motivates professionals in a large R & D organization; second, create a survey of the leader behaviors that foster a sense of IR and engagement; and third, use the survey with two samples (Canada, Europe) to examine the relationships of engagement with three desired career outcomes.

Findings

Leader behaviors can foster a sense of IRs which are related to performance, satisfaction with the organization, and retention. These relationships were partially mediated by felt and behavioral engagement, with felt engagement more strongly associated with satisfaction and retention, and behavioral engagement with performance.

Research limitations/implications

Leaders play a significant role in fostering a sense of IR in technical professionals, which helps to sustain their engagement. Important distinctions among IRs, felt engagement, and behavioral engagement are made that contribute to a better understanding of how these constructs affect the careers of professionals.

Originality/value

Professionals and other knowledge workers are often thought to be self-motivated, or motivated by the tasks they perform. Leaders can greatly enhance this motivation and important career outcomes of satisfaction, performance, and intent to stay.

Citation

Stumpf, S.A., Tymon, Jr., W.G., Ehr, R.J. and van Dam, N.H.M. (2016), "Leading to intrinsically reward professionals for sustained engagement", Leadership & Organization Development Journal, Vol. 37 No. 4, pp. 467-486. https://doi.org/10.1108/LODJ-08-2014-0147