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Despite a surge in interest in improving engagement, people still disagree about what employee engagement is, how to go about getting it, and what it looks like when it is achieved. Additionally, with all the attention given to reported levels of low employee engagement, there are few if any statistics on what a realistic level of engagement should be for employees overall and for various subgroups of workers.
In particular, very little attention has been given to the engagement levels of the people running organizations–the leadership and management teams. Regardless of what definition of engagement is used, if it is something organizations are trying to do to employees rather than a quality that leaders are demonstrating through example, the interventions associated with engagement will fail. This article focuses on the context and behaviors of employee engagement.
Author: Theresa M. Welbourne
Source: Leader to Leader
Subjects: Management, Organizational Behavior
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