Essays on Managing People: Workforce Engagement and Leadership Coursework

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The paper "Managing People: Workforce Engagement and Leadership" is a great example of management coursework.   The business world is becoming more competitive, and some organizations concentrate on competition forgetting the importance of employees in organizations strategies. It is imperative for organizations to advance the requirements of employees through different frameworks. Workforce engagement is an example of the framework, which can be employed in advancing the necessities of the organizations. Workforce engagement is a framework for measuring employees’ willingness to give their discretionary effort in helping an organization to achieve organizational goals and objectives.

Extensive studies and researchers have been done, and numerous factors contribute to workforce engagement including the role of leadership. The essay discusses the role of leadership in advancing workforce engagement. The quality of leadership influences other employees within an organization. The leaders’ level of engagement is crucial since the leaders would be able to engage other employees (Saran, 2014). It is premised on the understanding of followers through highlighting variables of engagement, which includes mentorship and role models (Zhang and Bartol, 2010). The engaged leaders are able to utilize their experiences and skills to ensure other employees in the organization are engaged (Davies, 2008).

Without engaged leadership, organizations are unable to engage the minds and hearts of their employees. Hence, the leaders have to lead as examples in ensuring workforce engagement is achieved. The engagement is also attributed to the changing position of leaders in the organization from directing the employees to leading the employees. Leaders have to appreciate the importance of building honest and trust communication. The communication process should define the direction and to motivate the employees in organizational ideologies (Tims, Bakker and Xanthopoulou, 2011).

The leaders have to communicate about the reality of the business by highlighting the mission and vision of the organization (Xu and Cooper, 2011). The leaders have to inspire vision and creating enabling environments to achieve organizational requirements (Zhang and Bartol, 2010). Strong leadership and effective communication are crucial during a difficult time since the employees would appreciate the assistance from the management of the organization (Breevaart et al. , 2014). The leadership communication should be forthright and frequent, in ensuring the questions employees ask are answered (Xu and Cooper, 2011).

The entire purpose of leadership communication is to make the employees feel they are listened even though, at times, the leadership is unable to solve the issues. The purpose is employees’ concerns are being heard, and this is possible through effective communication by leaders, which translates to the workforce engagement. The leadership has to come across as connected with the workforce. The leadership has to communicate effectively the organization’ s objectives and goals (Vestal, 2012). The leadership also has consistently to demonstrate the values and culture of the organization in all actions and behaviors (Xu and Cooper, 2011).

The connection is to ensure the leaders and the employees are at the same level through balancing the organization's interest and the interests of the employee (Tims, Bakker, and Xanthopoulou, 2011). Through these processes, the workforce is filled with excitement for the organization's future. Connecting with the employees enables understanding the challenges and problems of the employees, and through addressing these problems, it is possible to solve the problems (Nasomboon, 2014). Hence, the connection improves employee engagement through aligning organizational requirements and employee interests.

References

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Babcock-Roberson, M.E. and Strickland, O.J., 2010. The relationship between charismatic leadership, work engagement, and organizational citizenship behaviors. The Journal of Psychology, 144(3), pp. 313-326.

Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O.K. and Espevik, R., 2014. Daily transactional and transformational leadership and daily employee engagement. Journal of Occupational and Organizational Psychology, 87(1), pp.138-157.

Chandani, A., Mehta, M., Mall, A. and Khokhar, V. 2016. Employee engagement: A review paper on factors affecting employee engagement. Indian Journal of Science and Technology, 9(15).

Davies, B. 2008. Leadership: Theory and practice20081Peter G. Northouse. Leadership: Theory and practice. Thousand Oaks, CA: Sage 2007. , ISBN: 978‐1‐4129‐4161‐7 4th Ed’, International Journal of Educational Management, 22(7), pp. 710–710.

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Nasomboon, B. 2014. The relationship among leadership commitment, organizational performance, and employee engagement. International Business Research, 7(9).

Pandita, D. and Bedarkar, M. 2015. Factors affecting employee performance: A conceptual study on the drivers of employee engagement. Prabandhan: Indian Journal of Management, 8(7), p. 29.

Rahman, W. and Nas, Z. 2013. Employee development and turnover intention: Theory validation. European Journal of Training and Development, 37(6), pp. 564–579.

Saran, S. 2014. Employee engagement: Leveraging strengths and underpinning weaknesses (identifying the factors underlying employee engagement levels in an organization). Journal of Human Resource Management, 2(3), p. 47.

Tims, M., Bakker, A.B. and Xanthopoulou, D., 2011. Do transformational leaders enhance their followers' daily work engagement? The Leadership Quarterly, 22(1), pp. 121-131.

Vestal, K. 2012. Which matters: Employee satisfaction or employee engagement? Nurse Leader, 10(6), pp. 10–11.

Xu, J. and Cooper T.H. 2011. How can leaders achieve high employee engagement? Leadership & Organization Development Journal, 32(4), pp. 399–416.

Xu, J. and Cooper, H., 2011. How can leaders achieve high employee engagement? Leadership & Organization Development Journal, 32(4), pp. 399-416.

Zhang, X. and Bartol, K.M., 2010. Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. Academy of Management Journal, 53(1), pp. 107-128.

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