Skip to main content Skip to main navigation menu Skip to site footer
  • Register
  • Login
  • Language
    • Čeština
    • Deutsch
    • English
    • Español (España)
    • Français (Canada)
    • Italiano
    • Język Polski
  • Menu
  • Home
  • Current
  • Archives
  • About
    • About the Journal
    • Submissions
    • Editorial Team
    • Privacy Statement
    • Contact
  • Register
  • Login
  • Language:
  • Čeština
  • Deutsch
  • English
  • Español (España)
  • Français (Canada)
  • Italiano
  • Język Polski

Journal of Corporate Responsibility and Leadership

Leadership Typology and Employee Engagement
  • Home
  • /
  • Leadership Typology and Employee Engagement
  1. Home /
  2. Archives /
  3. Vol. 5 No. 1 (2018): Leadership in Contemporary Management Concepts /
  4. Articles

Leadership Typology and Employee Engagement

Authors

  • Marta Juchnowicz Institute of Human Capital, Warsaw School of Economics, Warsaw
  • Hanna Kinowska Institute of Human Capital, Warsaw School of Economics, Warsaw

DOI:

https://doi.org/10.12775/18715

Keywords

engagement, leadership, manager’s responsibilities

Abstract

Purpose: The paper is a contribution to research on managers / leaders performance influencing employee engagement. The manager has a major impact on the level of employee commit-ment. There is no unified, complete, empirically verified model of managerial activity leading to employee engagement in the subject literature. The available studies indicate numerous connections between the different aspects of the leader’s performance and employee engagement. Based on the findings of the literature review, the authors defined the concept of employee engagement and the importance of a lead-er’s role in engagement building. Significant managers’ actions affecting employee engagement have been identified. Due to the complex nature of the leader’s activity, the following classifica-tion identifying four model profiles has been proposed: a classical leader, a change leader, a discreet leader and a holistic leader. Each of the profiles has been characterised by the tasks performed.

Design/methodology/approach: The results of the quantitative research on a representative sample of professionally active Poles conducted by the Institute of Human Capital at Warsaw School of Economics in the autumn of 2016 identified the prevalence of employees opinions about model behaviours of managers. It was measured which patterns are the most common. Both fully and partially saturated behavioural patterns have been tested (how many managers meet the patterns in full, in 75% and in half), as well as pure and mixed variants of models.

Findings: On the basis of the analyses it was determined that the most beneficial, considering employee engagement, is the model combining the behavioural characteristics of all three patterns. Further research on leadership should take into account the com-plexity of a leader’s role, particularly in the context of manage-ment through engagement.

Research and practical limitations / implications: The anal-yses reveal that managers have a major impact on employee engagement. In order to maximise efficiency, managers should apply comprehensive skills appropriate in the given stage of team management.

Originality/value: The paper is a contribution to the discussion on the nature of engagement, leadership and the relationship between these two constructs. Based on the analysis of the leadership paradigms, the authors’ original classification of key behavioural patterns of engaging leaders has been proposed.

Paper type: Research paper.

Author Biographies

Marta Juchnowicz, Institute of Human Capital, Warsaw School of Economics, Warsaw

—

Hanna Kinowska, Institute of Human Capital, Warsaw School of Economics, Warsaw

—

References

AON Hewitt (2017), Trends in Global Employee Engagement: Global Anxiety Erodes Employee Engagement Gains. Retrieved from http://www.aon.com/unitedkingdom/ attachments/trp/2017-Trends-in-Global-Employee-Engagement.pdf (accessed 1 August 2018).

Avery, G.C. (2004), Understanding Leadership: Paradigms and Cases, Sage, London.

Avolio, J., Walumbwa, O., Weber, J. (2009), “Leadership: Current Theories, Research, and Future Directions”, Annual Review of Psychology, Vol. 60, No. 1, pp. 421 – 449.

Bakker, A.B., Schaufeli, W.B. (2008), “Positive Organizational Behavior: Engaged Employees in Flourishing Organizations”, Journal of Organizational Behavior, Vol. 29, No. 2, pp. 147 – 154.

Baron, A. (2012) “What Do Engagement Measures Really Mean?”, Strategic HR Review, Vol. 12, Issue 1, pp. 21 – 25.

Bass, B.M. (1997), “Does the Transactional-Transformational Leadership Paradigm Transcend Organizational and National Boundaries?”, American Psychologist, Vol. 52, No. 2, pp. 130 – 139.

Baumruk, R., Gorman, B. Jr, Gorman, R.E., Ingham, J. (2006), “Why Managers are Crucial to Increasing Engagement”, Strategic HR Review, Vol. 5, No. 2, pp. 24 – 27.

Bennis, W., Nanus, B. (1985), Leaders: The Strategies for Taking Charge, Harper and Row Publishers, New York.

Buckingham, M., Coffman, C. (1999), First, Break All the Rules: What the World’s Greatest Managers Do Differently, Simon & Schuster, New York.

Christian, M.S., Gaza, A.S., Slaughter, J.E. (2011), “Work Engagement: A Quantitative Review and Test of its Relations with Task and Contextual Performance”, Person-nel Psychology, Vol. 64, pp. 89 – 136.

Collins, J. (2001), Od dobrego do wielkiego: Czynniki trwałego rozwoju i zwycięstwa firm, MT Biznes, Warszawa.

Drath, W.H., McCauley, C.D., Palus, Ch.J., Van Velsor, E., O’Connor, P.M.G, McGuire, J.B. (2008), “Direction, Alignment, Commitment: Toward a More Integrative Ontology of Leadership”, The Leadership Quarterly, Vol. 19, pp. 635 – 653.

Frank, F.D., Finnegan, R.P., Taylor, C.R. (2004), “The Race for Talent: Retaining and Engaging Workers in the 21st Century”, Human Resource Planning, Vol. 27, No. 3, pp. 12 – 25.

Gibbons, J. (2006), Employee Engagement: A Review of Current Research and Its Implications, The Conference Board, New York, NY.

Goleman, D., Boyatzis, R., McKee, A. (2002), Primal Leadership: Realizing the Power of Emotional Intelligence, Harvard Business School Press, Boston, MA.

Hughes, C., Rog, E. (2008), “Talent Management: A Strategy for Improving Employee Recruitment, Retention and Engagement within Hospitality Organizations”, International Journal of Contemporary Hospitality Management, Vol. 20, No. 7, pp. 743 – 757.

Jeung, C.W. (2011), “The Concept of Employee Engagement: A Comprehensive Review from a Positive Organizational Behavior Perspective”, Performance Improvement Quarterly, Vol. 24, No. 2, pp. 49 – 69.

Jones, R., Wilson, C., Jones, P. (2008), “Toward Achieving the ‘Beloved Communi-ty’ in the Workplace: Lessons for Applied Business Research and Practice from the Teachings of Martin Luther King Jr”, Business & Society, Vol. 47, No. 4, pp. 457 – 483.

Juchnowicz, M. (2012), Zaangażowanie pracowników: Sposoby oceny i motywowania, PWE, Warszawa.

Juchnowicz, M. (2010), Zarządzanie przez zaangażowanie, PWE, Warszawa.

Kahn, W.A. (1990), “Psychological Conditions of Personal Engagement and Disengagement at Work”, Academy of Management Journal, Vol. 33, No. 4, pp. 692 – 724.

Kinowska, H. (2009), “The Influence of Chosen Structural Factors on Employee Engagement”, Education of Economists and Managers, No. (3)13, July-September, pp. 61 – 76.

Kotter, J.P. (1996), Leading Change, Harvard Business School Press, Boston.

Kotter, J.P. (2001), “What Leaders Really Do?”, Harvard Business Review, December.

Looi, W., Marusarz, T., Baumruk, R. (2004), What Makes a Best Employer?. Retrieved from https://ceplb03.hewitt.com/bestemployers/canada/french/pdfs/bestemployer.pdf (accessed 1 August 2017).

Luthans, F., Peterson, S.J. (2002), “Employee Engagement and Manager Self-efficacy”, Journal of Management Development, Vol. 21, No. 5, pp. 376 – 387.

Macey, W.H., Schneider, B. (2008), “The Meaning of Employee Engagement”, Indus-trial and Organizational Psychology, Vol. 1, No. 1, pp. 3 – 30.

Mehra, A., Smith, B.R., Dixon, A.L., Robertson, B. (2006), “Distributed Leadership in Teams: The Network of Leadership Perceptions and Team Performance”, Leadership Quarterly, Vol. 17, No. 3, pp. 232 – 245.

Mintzberg, H. (1998), “Covert Leadership: Notes on Managing Professionals”, Harvard Business Review, November-December.

Robinson, D., Perryman, S., Hayday, S. (2004), The Drivers of Employee Engagement, Institute for Employment Studies, Brighton.

Shuck, B., Wollard, K. (2010), “Employee Engagement and HRD: A Seminal Review of the Foundations”, Human Resource Development Review, Vol. 9, No. 1, pp. 89 – 110.

Simpson, M.R. (2009), “Engagement at Work: A Review of Literature”, International Journal of Nursing Studies, Vol. 46, pp. 1012 – 1024.

Soane, E., Butler, Ch., Stanton, E. (2015), “Followers’ Personality, Transformational Leadership and Performance”, Sport, Business and Management: An International Journal, Vol. 5, Issue 1, pp. 65 – 78.

Tims, M., Bakker, A.B., Xanthopoulou, D. (2011), “Do Transformational Leaders Enhance their Followers’ Daily Work Engagement?”, Leadership Quarterly, Vol. 22, No. 1, pp. 121 – 131.

Towers Perrin (2003), Working Today: Understanding What Drives Employee Engage-ment, Towers Perrin. Retrieved from http://www.keepem.com/doc_files/Tow-ers_Perrin_Talent_2003%28TheFinal%29.pdf (accessed 01 August 2018).

Wefald, A.J., Downey, R.G. (2008), “Job Engagement in Organizations: Fad, Fashion, or Folderol?”, Journal of Organizational Behavior, Vol. 30, No. 1, pp. 141 – 145.

Yukl, G. (1989), “Managerial Leadership: A Review of Theory and Research”, Journal of Management, Vol. 15, No. 2, pp. 251 – 289.

Zaleznik, A. (1977), “Managers and Leaders: Are they Different?”, Harvard Business Review, May-June.

Zhang, T., Avery, G.C., Bergsteiner, H., More, E. (2014a), “The Relationship Between Leadership Paradigms and Employee Engagement”, Journal of Global Responsi-bility, Vol. 5, Issue 1, pp. 4 – 21.

Zhang, T., Avery, G.C., Bergsteiner, H., More, E., (2014b), “Do Follower Charac-teristics Moderate Leadership and Employee Engagement?”, Journal of Global Responsibility, Vol. 5, Issue 2, pp. 269 – 288.

Journal of Corporate Responsibility and Leadership

Downloads

  • PDF

Published

2018-11-28

How to Cite

1.
JUCHNOWICZ, Marta & KINOWSKA, Hanna. Leadership Typology and Employee Engagement. Journal of Corporate Responsibility and Leadership [online]. 28 November 2018, T. 5, nr 1, s. 45–59. [accessed 4.2.2023]. DOI 10.12775/18715.
  • PN-ISO 690 (Polish)
  • ACM
  • ACS
  • APA
  • ABNT
  • Chicago
  • Harvard
  • IEEE
  • MLA
  • Turabian
  • Vancouver
Download Citation
  • Endnote/Zotero/Mendeley (RIS)
  • BibTeX

Issue

Vol. 5 No. 1 (2018): Leadership in Contemporary Management Concepts

Section

Articles

Stats

Number of views and downloads: 349
Number of citations: 0

Search

Search

Browse

  • Browse Author Index
  • Issue archive

User

User

Current Issue

  • Atom logo
  • RSS2 logo
  • RSS1 logo

Information

  • For Readers
  • For Authors
  • For Librarians

Newsletter

Newsletter
Unsubscribe

Language

  • Čeština
  • Deutsch
  • English
  • Español (España)
  • Français (Canada)
  • Italiano
  • Język Polski

Tags

Search using one of provided tags:

engagement, leadership, manager’s responsibilities
Up

Akademicka Platforma Czasopism

Najlepsze czasopisma naukowe i akademickie w jednym miejscu

apcz.umk.pl

Partners

  • Akademia Ignatianum w Krakowie
  • Akademickie Towarzystwo Andragogiczne
  • Fundacja Copernicus na rzecz Rozwoju Badań Naukowych
  • Instytut Historii im. Tadeusza Manteuffla Polskiej Akademii Nauk
  • Instytut Kultur Śródziemnomorskich i Orientalnych PAN
  • Karmelitański Instytut Duchowości w Krakowie
  • Państwowa Akademia Nauk Stosowanych w Krośnie
  • Państwowa Akademia Nauk Stosowanych we Włocławku
  • Państwowa Wyższa Szkoła Zawodowa im. Stanisława Pigonia w Krośnie
  • Polskie Towarzystwo Ekonomiczne
  • Polskie Towarzystwo Ludoznawcze
  • Towarzystwo Miłośników Torunia
  • Towarzystwo Naukowe w Toruniu
  • Uniwersytet im. Adama Mickiewicza w Poznaniu
  • Uniwersytet Mikołaja Kopernika
  • Uniwersytet w Białymstoku
  • Uniwersytet Warszawski
  • Wojewódzka Biblioteka Publiczna - Książnica Kopernikańska
  • Wyższe Seminarium Duchowne w Pelplinie / Wydawnictwo Diecezjalne „Bernardinum" w Pelplinie

© 2021- Nicolaus Copernicus University Accessibility statement Shop