An analysis of the relationship between leadership and employee engagement and the impact of the direct manager. This relation will be further examined through the practical example of Company X’ annual employee engagement survey. Leadership has the potential to influence the factors that affect the engagement level of the workforce to a great extent and is a crucial element when developing and increasing employee engagement.
The aim is to leverage employee engagement in order to reach a high performance within an organization. But the discrepancy between the perceived importance of engagement and the level of engagement that actually exists in corporations today presents a serious gap between employees, organizations and Human Resource professionals. When tying employees and employers together in an employment relationship, it is expected that organizations align the interests of their employees to those of the firm. This is essential to make sure that employees act in ways expected of the organization and aligned with the corporate objectives to positively impact the outcome.
Table of Contents
Table of Contents
List of Abbreviations
List of Figures
List of Tables
1 Introduction
2 Problem Discussion
3 Theoretical background
3.1 Definition and relevance of Employee Engagement
3.2 Definition of Leadership
3.3 Strategic perspectives on Employee Engagement
3.3.1 Social Exchange Theory
3.3.2 Transformational Leadership Style
3.4 General key drivers of Employee Engagement
3.5 Leadership as one specific driver
3.6 Definition of the included variables
4 Practical application: Example of Company X
4.1 Research Approach
4.2 The Employee Engagement Survey of Company X
4.3 Measurement of the dimensions
4.4 The results of Company X’s Employee Engagement Survey
5 Discussion
5.1 Limitations
6 Conclusion
7 Bibliography
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