Manager interactions and employee engagement
A MANAGER ONCE said to me, I know what ‘they’ want for them to perform better and be engaged.
They want more money and I don’t have more money to give them. So, I guess nothing can be done about their disengagement. It was an opportunity to enlighten the manager that it is right conditions in a safe environment that contribute to employee engagement and job retention. If managers break the bank to pay employees, after the initial excitement of the pay raise, the disengagement will return if the right conditions and environment are absent. Employee engagement is resultant of a combination of various factors. Last week, we talked about the Leader- Member Exchange and how a high quality relationship between the manager and employees contributes to employee engagement and retention. Today, we focus on the approach of the leader and how the right approach can lead to improved performance and productivity and organizational performance.
The quality of interactions managers has with employees is critical to employee engagement and retention. Managers who manage with a remote control, whose interactions are reduced to instructions and discipline will fail at their efforts to get employees to perform above and beyond. It is always sad to hear managers make statements like “They don’t have to like me; they just have to do what I say.” Or, “I did not come here to make friends, I am here to do a job.”
Managing people has evolved beyond the plantation. The most successful leaders in contemporary organizations are those who are liked by their followers. When people like you as a leader, it takes less convincing to get them to do what you want.The word friend is subjective.
The strictly business approach with employees will not cut it. That is a recipe for failure. If all employees are concerned about is more money, how is it that some leaders in limited budget companies are able to inspire employees to prioritise the organisations’ interest above self-interests? Northeastern University in an article titled ‘Transformational Leadership: How to inspire innovation in the workplace’, author Shayna Joubert reiterates that leaders’ approach in getting employees to perform is the difference between an organization that flourishes and one that fails. Les Stein argues that Transformational leadership is generally considered an extremely effective approach as it pulls positive leadership traits from various leadership styles. It is used across the spectrum of politics, education, entertainment, finance, technology, and other industries. According to Stein, at the most basic level, transformational leadership is used to inspire employees to look ahead with a focus on the greater good and to function as a single unit with a common goal in mind. It is not until a leader accomplishes these steps that a successful transformation can begin.
One of the qualities of transformational leaders that sets them apart from other leaders is the ability to bring an organisation together. This is done by directing employees’ focus to the organisation’s vision and mission and motivating them to create a culture that focuses on success. Other qualities that are associated with transformational leaders include visionary, team- centric, engaging, inspiring, inclusive, emotional intelligence and collaborative. Leaders with these qualities are generally charismatic, empathetic, and motivating. Transformational leaders have a natural ability to reach people, understand them to define goals, and inspire employees to make a difference in organizations. They are exceptional communicators who are well articulated and do it inspiringly.
Les Stein argues that an effective, transformational leader solicits opinions and ideas to enhance the culture of the organization and seeks to ensure that employees feel heard, valued and included. Transformational leaders can be found at all levels of management. Some scholars argue that having transformational leaders in middle management is critical to the organization’s success as middle managers have greater opportunities to interact with direct reports, support and encourage them, and in so doing, motivate them in the interest of the organization. The importance of effective relationships between managers and their employees cannot be over emphasized. Employees will stay with organizations and work hard when they are made to feel seen, heard and valued, even in the absence of monetary incentives.
Next week we will look at some real life examples of transformational leaders and what makes them standout.
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