Impact of Leadership Development on Employee Engagement of AssociatesWorking in National Capital Region in India

Dr. Shilpa Jain; Ms. Nitya Khurana

doi:10.65301/dias.2018.15.1.245

Articles 29th Edition of DTR Apr 2018 – Sep 2018

DOI 10.65301/dias.2018.15.1.245

Impact of Leadership Development on Employee Engagement of AssociatesWorking in National Capital Region in India

Authors

Assistant Professor, University School of Management Studies, Guru Gobind Singh Indraprastha University Research Scholar, University School of Management Studies, Guru Gobind Singh Indraprastha University

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93 Downloads

Published 2018-09-30

Pages 37-44

Abstract

Today's globalised organisations focus on leadership development practices wherein leaders are developed at all levels in the organisation. It is a systematic approach to expand the performance capability of individuals in leadership roles in the organisation. In this light the present study aimed to map the impact of leadership development practices on different parameters of employee engagement and overall engagement scores of employees in the organisation. A self administered questionnaire was used to collect primary data of 300 respondents from 20 organisations. The data collected was analyzed using SPSS and Smart PLS software. The results reveal correlation between leadership development and employee engagement (r = 0.71). Regression analysis revealed that leadership development contributes 50% to the overall employee engagement score. It is evident that organisation which invests in developing leaders at each level in the organisation structure are able to facilitate collaborative partnerships, adaptability, agility, communication, feedback, technology absorption, process innovation, productivity, financial performance and employee engagement. Senior Managers in the organisation can enhance employee engagement by identifying leadership potentials among employees and providing them with appropriate opportunities to take up leadership positions.

Keywords

Employee Engagement Leadership Development job Satisfaction Organizational Commitment Intention to stay

References

i. Adler, P. S. (2001). Market hierarchy and trust: The knowledge economy and the future of capitalism. Organization Science, 12, 215–234.
ii. Allidina, S. (2016). Leadership and employee engagement: The essential guide. Raconteur.
iii. Anderson, L. E. (2015). Relationship between leadership, organizational commitment, and intent to stay among junior executives.
iv. Beck, J. (2003). Independent workforce theory: Implications for HRD. Human Resource Development International, 6(1), 21–41.
v. Burke, R., & Ng, E. (2006). The changing nature of work and organizations: Implications for human resource management. Human Resource Management Review, 16, 86–94.
vi. Canwell, A., Dongrie, V., Neveras, N., & Stockton, H. (2014). Leaders at all levels. Deloitte University Press.
vii. Cho, Y., Cho, E., & McLean, G. N. (2009). HRD’s role in knowledge management. Advances in Developing Human Resource Development, 11, 263–272.
viii. Cowden, T., Cummings, G. G., & Profetto-McGrath, J. (2011). Leadership practices and staff nurses’ intent to stay: A systematic review. Journal of Nursing Management, 19(4), 461–477.
ix. Dale, K., & Fox, M. L. (2008). Leadership style and organizational commitment: Mediating effect of role stress. Journal of Managerial Issues, 20(1), 109–130.
x. Gillet, N., & Vandenberghe, C. (2014). Transformational leadership and organizational commitment: The mediating role of job characteristics. Human Resource Development Quarterly, 25(3), 321–347.
xi. Groysberg, B., & Slind, M. (2012). Leadership is a conversation. Harvard Business Review.
xii. Kim, S. (2002). Participative management and job satisfaction: Lessons for management leadership. Public Administration Review, 62(2), 231–241.
xiii. Kleine, C., & Weißenberger, B. E. (2014). Leadership impact on organizational commitment: The mediating role of management control systems choice. Journal of Management Control, 24(3), 241–266.
xiv. Lather, A. S., & Jain, V. K. (2014). Developing a scale to measure employee engagement. DIAS Technological Review.
xv. Lo, M.-C., Ramayah, T., & Min, H. W. (2009). Leadership styles and organizational commitment: A test on Malaysia manufacturing industry. African Journal of Marketing Management, 1(6), 133–139.
xvi. Mclaggan, E., Bezuidenhout, A., & Botha, C. T. (2013). Leadership style and organisational commitment in the mining industry in Mpumalanga. South Asian Journal of Human Resource Management, 483–491.
xvii. Moore, K. (2016). Leadership engagement always trumps employee engagement. Forbes.
xviii. Mosadeghrad, A. M., & Ferdosi, M. (2013). Leadership, job satisfaction and organizational commitment in healthcare sector: Proposing and testing a model. Mater Sociomed, 25(2), 121–126.
xix. Ndoye, A., Imig, S. R., & Parker, M. A. (2010). Empowerment, leadership, and teachers' intentions to stay or leave. Journal of School Choice, 4(2), 174–190.
xx. Nelson, J. A., & Daniels, M. K. (2014). Leadership, perceptions, and turnover intentions: Why stay? Electronic Journal of Business Ethics and Organization Studies, 19(1), 6–12.
xxi. Papalexandris, N., & Galanaki, E. (2009). Leadership’s impact on employee engagement. Leadership & Organization Development Journal, 30(4), 365–385.
xxii. Penger, S., & Cerne, M. (2014). Authentic leadership, employees’ job satisfaction, and work engagement. Economic Research, 27(1), 508–526.
xxiii. Pink, D. H. (2001). Free Agent Nation. New York: Warner Books.
xxiv. RN, R. A., & M. N. (2017). Leadership behaviours, organizational culture and intention to stay amongst Jordanian nurses. International Nursing Review.
xxv. Steyrer, J., Schiffinger, M., & Lang, R. (2008). Organizational commitment — A missing link between leadership behavior and organizational performance? Scandinavian Journal of Management, 24, 364–374.
xxvi. Tsai, Y. (2011). Relationship between organizational culture, leadership behavior and job satisfaction. BMC Health Services Research.
xxvii. Xu, J., & Thomas, H. C. (2011). How can leaders achieve high employee engagement? Leadership & Organization Development Journal, 32(4), 399–416.
xxviii. Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: Literature review. Journal of Management Development, 35(2), 190–216.

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Dr. Shilpa Jain, Ms. Nitya Khurana . (2018). Impact of Leadership Development on Employee Engagement of AssociatesWorking in National Capital Region in India. DIAS Technology Review, 15(1), 37-44.

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[1] i. Adler, P. S. (2001). Market hierarchy and trust: The knowledge economy and the future of capitalism. Organization Science, 12, 215–234.

[2] ii. Allidina, S. (2016). Leadership and employee engagement: The essential guide. Raconteur.

[3] iii. Anderson, L. E. (2015). Relationship between leadership, organizational commitment, and intent to stay among junior executives.

[4] iv. Beck, J. (2003). Independent workforce theory: Implications for HRD. Human Resource Development International, 6(1), 21–41.

[5] v. Burke, R., & Ng, E. (2006). The changing nature of work and organizations: Implications for human resource management. Human Resource Management Review, 16, 86–94.

[6] vi. Canwell, A., Dongrie, V., Neveras, N., & Stockton, H. (2014). Leaders at all levels. Deloitte University Press.

[7] vii. Cho, Y., Cho, E., & McLean, G. N. (2009). HRD’s role in knowledge management. Advances in Developing Human Resource Development, 11, 263–272.

[8] viii. Cowden, T., Cummings, G. G., & Profetto-McGrath, J. (2011). Leadership practices and staff nurses’ intent to stay: A systematic review. Journal of Nursing Management, 19(4), 461–477.

[9] ix. Dale, K., & Fox, M. L. (2008). Leadership style and organizational commitment: Mediating effect of role stress. Journal of Managerial Issues, 20(1), 109–130.

[10] x. Gillet, N., & Vandenberghe, C. (2014). Transformational leadership and organizational commitment: The mediating role of job characteristics. Human Resource Development Quarterly, 25(3), 321–347.

[11] xi. Groysberg, B., & Slind, M. (2012). Leadership is a conversation. Harvard Business Review.

[12] xii. Kim, S. (2002). Participative management and job satisfaction: Lessons for management leadership. Public Administration Review, 62(2), 231–241.

[13] xiii. Kleine, C., & Weißenberger, B. E. (2014). Leadership impact on organizational commitment: The mediating role of management control systems choice. Journal of Management Control, 24(3), 241–266.

[14] xiv. Lather, A. S., & Jain, V. K. (2014). Developing a scale to measure employee engagement. DIAS Technological Review.

[15] xv. Lo, M.-C., Ramayah, T., & Min, H. W. (2009). Leadership styles and organizational commitment: A test on Malaysia manufacturing industry. African Journal of Marketing Management, 1(6), 133–139.

[16] xvi. Mclaggan, E., Bezuidenhout, A., & Botha, C. T. (2013). Leadership style and organisational commitment in the mining industry in Mpumalanga. South Asian Journal of Human Resource Management, 483–491.

[17] xvii. Moore, K. (2016). Leadership engagement always trumps employee engagement. Forbes.

[18] xviii. Mosadeghrad, A. M., & Ferdosi, M. (2013). Leadership, job satisfaction and organizational commitment in healthcare sector: Proposing and testing a model. Mater Sociomed, 25(2), 121–126.

[19] xix. Ndoye, A., Imig, S. R., & Parker, M. A. (2010). Empowerment, leadership, and teachers' intentions to stay or leave. Journal of School Choice, 4(2), 174–190.

[20] xx. Nelson, J. A., & Daniels, M. K. (2014). Leadership, perceptions, and turnover intentions: Why stay? Electronic Journal of Business Ethics and Organization Studies, 19(1), 6–12.

[21] xxi. Papalexandris, N., & Galanaki, E. (2009). Leadership’s impact on employee engagement. Leadership & Organization Development Journal, 30(4), 365–385.

[22] xxii. Penger, S., & Cerne, M. (2014). Authentic leadership, employees’ job satisfaction, and work engagement. Economic Research, 27(1), 508–526.

[23] xxiii. Pink, D. H. (2001). Free Agent Nation. New York: Warner Books.

[24] xxiv. RN, R. A., & M. N. (2017). Leadership behaviours, organizational culture and intention to stay amongst Jordanian nurses. International Nursing Review.

[25] xxv. Steyrer, J., Schiffinger, M., & Lang, R. (2008). Organizational commitment — A missing link between leadership behavior and organizational performance? Scandinavian Journal of Management, 24, 364–374.

[26] xxvi. Tsai, Y. (2011). Relationship between organizational culture, leadership behavior and job satisfaction. BMC Health Services Research.

[27] xxvii. Xu, J., & Thomas, H. C. (2011). How can leaders achieve high employee engagement? Leadership & Organization Development Journal, 32(4), 399–416.

[28] xxviii. Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: Literature review. Journal of Management Development, 35(2), 190–216.