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Increasing employee engagement: The role of interpersonal leadership

Strategic Direction

ISSN: 0258-0543

Article publication date: 12 January 2015

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Douglas Conant once remarked that companies must first win in the workplace to succeed in the marketplace. With this quote, the former CEO of Campbell’s Soup was pointing out the importance of employee engagement. Statistics back up his claim. Workers who are disaffected negatively impact the financial well-being of an organization. This cost has been measured in hundreds of billions of dollars each year. The picture is radically different where engaged employees are concerned. Such individuals are invested in their work and readily buy into the firm’s values and objectives. Employee engagement typically generates an increase in performance levels and output. Satisfaction levels are high, and they are considerably less likely to leave the company than other workers.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Keywords

Citation

(2015), "Increasing employee engagement: The role of interpersonal leadership", Strategic Direction, Vol. 31 No. 2, pp. 34-36. https://doi.org/10.1108/SD-12-2014-0172

Publisher

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Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited