Leading the Engaged Enterprise

Introduction to The Influence of Leadership Styles on Employee Engagement

Employee engagement can act as a significant and the most paramount global business strategy as the employee population tends to accelerate productivity and profitability scope.

Employees have derived themselves as the driving force of any organization or business strategy and functions and hence almost every organization in the global range seeks to serve the engagement facets to its employees. The study is focused at an organization event where the force of employee engagement has been observed as the leading mediocre in the way and its negative impacts suffered (Rodrigues da Costa & Maria Correia Loureiro, 2019).

As focused by Albrecht (2018), serving as the most paramount internal holders of the stake in any organization or business range, employee affirms to engage as a resource for the business entity to devote one’s competencies and skillsets for the use of others to generate the profitable deals for the entity, that has been the fundamental reason for the declaration of employees as a prominent stakeholder in the context.

Employee Engagement in An Organizational Context

ABC Pvt. Ltd. is a multinational organization that deals in the Information Technology (IT) industry as a consultancy service institution as the global advent of technology and information technology have fostered the global familiarity and exposure of technology applications that have eventually eased out the remarkable services and business expansions in the worldly arena. The firm constitutes thousands of human resources as an employee and hence a great share of employees have been in the evidence of the firm’s success pattern and growth.

However, the organization’s employment principles and practices have observed a higher rate of attrition and employee turnover with the expansion of the firm. The continuous rise of organizational enlargement implicated recruitment and entrance of new employees in place whereas the firm also viewed at the same time, the attrition of its stable and committed employees as well.

Barriers to Employee Engagement

The human resource manager came into an investigation for the rapid incrementing employee drive towards attrition by use of certain research tools of data collection valid in the context such as surveys and interviews to chalk out the factors or barriers in the employee retention, the results of which came to be the effect of absence or negligence of engagement variables of an employee in the place of work. Apart from employee satisfaction, employee engagement is another human resource principle that seeks to provide the employee population in the organization with certain facilitation and ease as a catalyst in the deliverance of a better engagement range to employees (Rodrigues da Costa & Maria Correia Loureiro, 2019).

Work-Life Balance

Observing the poised results, ABC Pvt. Ltd. has been in the ability to recognize that the barriers to employee engagement have been the foremost issue of the rise of the attrition rate in the firm. Low esteemed work-life balance was found to be the primary cause of employee disengagement in the organization as the organization has always been in the assumption to put forth their work as the prominent activity to do above the employees’ need identification (Oludayo et al., 2018) and hence the negligence of personal livelihood facets of the employees lead the reduced human capital in the firm.

Organizational Culture and Policy Stringency

In the likewise manner as stated by Al Mehrzi & Singh (2016), the research findings signified that the stringent organizational policies and culture along with the negligence of work-life balance acted as barriers in the employee engagement, integrated the force of employees towards attrition and henceforth exit of competent employees from the workplace leading to lowered productivity and cost-benefits of the ABC Pvt. Ltd. Also, the firm experienced the depart of certain women employees as well at a concentrated rate which, post-analysis of the survey and research data, enabled to understand the firm’s dilute behavior in the managing the workplace culture that originated the facets for discrimination, lack of inter-organizational communication and relationships, low socialization measures, and hence evolution of sexual discriminations, violation of policies and procedures, and many more.

Inefficient Management and Leadership

In the meanwhile, one of the employees at the organization’s regional office had the position of Junior Executive responsible for the execution of sales functions and management. One of the leading projects handled by the employee reported a lump sum profit, post-implementation and resultant of which the employee expected to receive the word of appreciation for him by the supervisors but suffered nuisance as the organization’s poor management and lack of a culture of appreciation led supervisors to neglect the need for appreciation and also no provision for any sort of incentives were awarded, which caused behavioral and mental disappointments to the employee i.e. junior executive as he was able to get this is a notice that the organization ABC Pvt. Ltd. lacks the capability to treat its employees well (Othman et al., 2017). This scenario made the junior executive to backout from the service at ABC.

Monetary and Non-Monetary Awards

Indriyani (2017) states that the maintenance of internal and external equity of compensation is of vital importance for the attraction and retention of employees to serve the organization. ABC Pvt. Ltd., being the multinational server of its services had been a follower of existing compensation levels in the industry, whereas the firm still focuses on paying a lesser than the competitors and rivals in the industry in order to protect the cost-cutting of the organization to generate higher growth and profit share, as the result of which the employees were seen to be leaving the ABC firm for the sake of personal fulfillment of monetary awards in exchange of services provided which has been the predominant cause of its high attrition rate.

Effects of Barriers to Employee Engagement

Having a productive and engaged workforce is a sign of productive and constructive organization contribution whereas reduced and unwilling performance and growth have its linkage with degraded employee concern and disengagement (Hejjas, 2019). The general human resource management perspective outlines three types of employees viz. engaged, disengaged, and actively disengaged where identification of employee engagement level is tricky sometimes. However, certain impacts, effects, or signs still can assist the knowledge of the same as experienced by ABC Pvt. Ltd.’s human resource manager.

Deceased Workplace Harmony

The organization’s managerial authorities, in the aftermath of the attenuation of its competent employees, were capable to recognize the gap aroused in the organizational practical working and system management. Constituting competent employees does not only define the educational capabilities but also the behavioral and managerial skills of the human resource in place, and henceforth the firm ABC Pvt. Ltd. observed the decreased functioning of the attritted employees’ team and co-related individuals, increased discomfort in the work, infeasibility in interaction and organization of tasks, etc. that eventually cause the disrupted harmonious practices in the firm’s team (Bonner et al., 2016).

The weakened harmony and working desire in the sense of disengagement undergo the lowered interests of employees and their relative individuals in the workplace towards growth and upskilling.

Disputed Interrelationships

Not only limited to the harmony or comfort concerns, but the other teams that suffered the loss of their team members in the process of attrition found the disrupted network of connectivity and intercommunication among other teams and people in place (Hejjas, 2019). The attrition of employees from the firm resulted in the respective teams and concerned employees to manage the interlinked functions in the process management by the involvement of similar processes tackled by the attritted employee. However, to manage the unhandled activities at the novice level becomes a critical task that gave rise to multi-tasking for the employees in power.

The increased attrition incremented the complexity factors in the ABC firm’s processes with the eventual cost of certain psychological and behavioral dissociations such as increased absenteeism, low level of employee involvement, lack of capacitance to adopt for new strategies, un-entertained behaviors, increased tensile forces, workplace stress, and many more.

Increased Costs, Reduced Returns

The barriers in the engagement of employees leading to attrition have catered as a side effect for the ABC Pvt. Ltd. firm in form of organization stagnation. High disengaged employees still under the service of the firm and those as attritted, both have the costly nature towards the firm in the way that the disengaged serving employee draining out the firm’s resources such as capital, time, energy, profits, and whatnot (Aslam et al., 2018). The ABC Pvt. Ltd.’s human resource manager and audit reporter carried out an extensive study on analyzing the financial and resource capacitance and thus extracted the resultant from this that the teams and organizational facets that have suffered the attrition and gap of employees have been into the chaos of managing the work activities that has further been the aftermath of increased cost adding activities by way of hiring of new employees, training costs addition, increased dependencies, etc. along with reduced returns, degradation of quality in services, failures, high risks involved, and so on.

Preventing the Effects of Barriers of Employee Engagement

ABC Pvt. Ltd. must have put light on the view that organizations and individuals both have their benefits from personal and professional growth and development. Hence, the prevention of the interests of both organizational authorities and employees is a significant thing in the arena. In order to prevent the demolition of employee motivation and engagement at one’s place of work requires assisting with flexible preventive methods whereas to prevent organizational contentment, employees must as well be assertive towards a loyal and committed approach in the same (Christianson, 2018).

The analysis of the study of employee engagement barriers and their impacts in the place of work by the Human Resource Manager at ABC Pvt. Ltd. assisted in the pacing up of certain measures for prevention of the employee disengagement.

Framing the Optimally Efficient Performance Management System

The ABC’s human resource management personnel, post-analysis of the employee engagement barriers and their influences in the workplace propounded for the idea of utilization of a structured performance management system for employees in order to eliminate the disengagement and engagement barriers in the employment in force of un-entertained, unnoticed, and inefficient performance management if employees in the firm. The performance management system and its application in the employee-centric firm advance the personnel participatory efficiencies by way of ease of communication, real-time acknowledgment, and feedback (Rao et al., 2020).

Restructuring Organizational Structure

The human resource management of the ABS Ltd. processed an ongoing audit of the human resource practices and surveys on employee engagement and barriers that further assisted the identification of the relation of the organization’s structure and employee engagement or disengagement. It has been found by Kang & Busser (2018) that the structure, climate, culture, and design of hierarchical processes that a firm follows has a lot of affiliation with the employability and management of the same.

As soon as the ABC Pvt. Ltd. recognized the negated organizational structure impact as a reason of barrier in employee engagement or disengagement, the firm seeks to credit a sound organizational structure and proper yet flexible hierarchical communicational structure by use of the decentralized organizational framework to keep an open, transparent, and flexible structure of the firm.

Conclusion on The Influence of Leadership Styles on Employee Engagement

Employees act as one of the most prominent internal stakeholders of any firm and thus tends to drive a business and organization towards an optimal level and pace of growth, performance, profitability, and sustainability. However, it has been a common phenomenon in the industrial arena that the employees see to find them into the question of accreditation and credits in return for the personal investments done by the same in the organizational perspectives in form of energy, knowledge, abilities, skills, time, effort, and many more towards functioning, achievements, and richness in the organization’s prosperity. This action of non-accreditation leads to the origination of behaviors like employee engagement and barriers in the same.

However, there exist certain situations where the organization fails or fall short of the understanding of the employee’s engaging and satisfaction brackets such as of ABC Pvt. Ltd. and hence suffers the sloping increase in the attrition and turnover of the employees and personnel in place intending to seek and revitalize the energies in better and more sound organizational frameworks that seem to constitute the tendency to entertain the employees at professional orbit. Thus, employee engagement becomes a vital element of professional and organizational nurturing, and hence the firms must strive towards the attainment of the same.

Reference for The Influence of Leadership Styles on Employee Engagement

Al Mehrzi, N., & Singh, S. K. (2016). Competing through employee engagement: A proposed framework. International Journal of Productivity and Performance Framework, 65(6), 831-843. https://doi.org/10.1108/IJPPM-02-2016-0037.

Albrecht, S., Breidahl, E., & Marty, A. (2018). Organizational resources, organizational engagement climate, and employee engagement. Career Development International, 23(1), 67-85. https://doi.org/10.1108/CDI-04-2017-0064.

Aslam, U., Muqadas, F., Imran, M. K., & Rahman, U. U. (2018). Investigating the antecedents of work disengagement in the workplace. Journal of Management Development, 37(2), 149-164. https://doi.org/10.1108/JMD-06-2017-0210.

Bonner, J. M., Greenbaum, R. L., & Mayer, D. M. (2016). My boss has morally disengaged: The role of ethical leadership in explaining the interactive effect of supervisor and employee morale disengagement on employee behaviors. Journal of Business Ethics137(4), 731-742. https://doi.org/10.1007/s10551-014-2366-6.

Christianson, L. K. (2018). Defining a Model to Reduce and Prevent Absenteeism in the Workplace (Doctoral dissertation, The College of St. Scholastica). Available at: https://search.proquest.com/openview/4530b01a6bca6c07476283bd67ee5e1d/1?pq-origsite=gscholar&cbl=18750&diss=y

Hejjas, K., Miller, G., & Scarles, C. (2019). “It’s like hating puppies!” Employee disengagement and corporate social responsibility. Journal of Business Ethics157(2), 319-337. https://doi.org/10.1007/s10551-018-3791-8.

Indriyani, A. U. (2017). Effect of compensation and benefit to employee engagement through the organisation brand in Indonesia’s startup company. Jurnal Manajemen Teori dan Terapan| Journal of Theory and Applied Management10(1), 83-92. https://doi.org/10.20473/jmtt.v10i1.4805.

Kang, H. J. A., & Busser, J. A. (2018). Impact of service climate and psychological capital on employee engagement: The role of the organizational hierarchy. International Journal of Hospitality Management75, 1-9. https://doi.org/10.1016/j.ijhm.2018.03.003.

Oludayo, O. A., Falola, H. O., Obianuju, A., & Demilade, F. (2018). Work-life balance initiative as a predictor of employees’ behavioral outcomes. Academy of Strategic Management Journal, 17(1), 1-17. Available at: https://search.proquest.com/openview/b33bba32a393af935f89e354f503cd7e/1?pq-origsite=gscholar&cbl=38745.

Othman, A. K., Hamzah, M. I., Abas, M. K., & Zakuan, N. M. (2017). The influence of leadership styles on employee engagement: The moderating effect of communication styles. International Journal of Advanced and applied scienceS4(3), 107-116. https://doi.org/10.21833/ijaas.2017.03.017.

Rao, M., Prasad, D. K., Vaidya, D. R., & Muralidhar, B. (2020). Evolution of Performance Management Systems and the Impact on Organization’s Approach: A Statistical Perspective. International Journal of Management11(5), 988-1000. https://doi.org/10.34218/IJM.11.5.2020.091.

Rodrigues da Costa, L., & Maria Correia Loureiro, S. (2019). The importance of employees’ engagement in organizational success. Journal of Promotion Management25(3), 328-336. https://doi.org/10.1080/10496491.2019.1557811.

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