5) Leadership Style And Employee Engagement

Leaders play an important role in employee engagement and becoming the company's best employer. According to Hewitt, (2014) Employee Engagement Degree shows that leaders hold the key to employee engagement. Leadership means motivating people to do their best to achieve the desired results. It involves formulating and communicating a vision for the future, motivating people, and ensuring participation (Dixon, 1994). For example: Tim Cook is the CEO of Apple, the most valuable company in the world. He took over Apple after the company's founder Steve Jobs. Cook helped Apple complete the transformation after Jobs' death, as well as develop new product lines and open Apple retail stores in China (cmoe.com, 2020).

Hay (2002) pointed out that many employees “resigned because they were dissatisfied with their boss”. That is, the behavior of the leader will not only affect the results of the entire organization and customers, but also affect the attitudes and behavioral results of employees. Some researchers believe that leadership is one of the biggest factors affecting employees in the workplace and employee engagement (Attridge et al., 2009). For example: Sheryl Sandberg has been the chief operating officer of Facebook since 2008. She founded a non-profit organization Lean In, named after her bestseller. She has always been an influential advocate for women in business. She successfully transitioned from government work in the Ministry of Finance to the technology industries of Google and Facebook (cmoe.com, 2020).

Leadership skills (Dixon, 2001) 

● Motivate others.

● Persuade others to be willing to act in a different way.

● Be clear about what needs to be done and why.

● Communicate a sense of purpose to the team.

● According to (Tamkin et al, 2010), leaders cannot create performance by themselves, but achieve performance through their influence on others.

● Let the team take action to complete the task.

There are six basic leadership styles, table 1 indicated the summary of Emotional Leadership styles.

Table 1: Summary of Emotional Leadership Style

Leadership	Styles EI Competencies	Climate Impact	Objective	When Appropriate
Visionary	Self-confidence; empathy; change catalyst	Most Positive	Mobilize others to follow vision	When change requires a new vision or when a clear direction is needed.
Coaching	Developing others; empathy; emotional self-awareness	Highly positive	Build strengths for the future	To help an employee improve performance or develop long term strength
Affiliative	Empathy, building bonds; conflict management	Highly positive	Create harmony	To heal rifts in a team or to motivate during stressful times
Democratic	Collaboration; team leadership; communication	Highly positive	Build commitment through participation	To build buy -in or consensus or to obtain valuable input from employees.
Pacesetting	Conscientiousness; drive to achive; initiative	Highly Negative	Perform tasks to a high standard	To get quick results from a highly motivated and competent team.
Commanding	Drive to achieve. Initiative, Emotional self-control	Strongly Negative	Immediate compliance	In a crisis, to kick -start a turnaround, or with problem employees

Source: (JALM, 2017)

Goleman Leadership Theory

According to Goleman (2000) there are six leadership styles: compulsory, authoritative, friendly, democratic, leading and coaching (Table 1 gives a brief description of each style). This type stems from research in the business field. Each style is based on a combination of emotional intelligence capabilities. Although there is still controversy, the extent to which emotional intelligence affects effective leadership (Waterhouse, 2006) There is no doubt that there is a link between emotional intelligence and effective leadership, at least in its changing style (Barling et al., 2000).

Table 2 Goleman’s theory of leadership

Leadership Style	Main Characteristics	The Style In Phrase
Coercive	Require immediate compliance, have a coverall negative impact on the organization’s climate, and perform well in the event of a crisis or workers problem.	Do What I Tell You
Authoritative Mobilizes	If you need a new perspective or a new direction, you can make people develop in the ideal direction, especially for excellent work.	Come with me
Affiliative	When people face difficulties, they focus on harmony and build emotional bonds that perform well.	People come first
Democratic	If you need to build a buy in or reach a consensus, or need the input of valuable team members, you can reach consensus and work successfully by participating	What Do You think
Pacesetting	Style sets high standards of performance, works effectively with motivated and capable people, and they know how to achive results from them	Do It, as I do, now
Coaching	To de work develop talent for the future, if they need to help others improve performance or establish long-term advantages, their work is particularly good.	‘Try This’

Source: Based on (Goleman 2000)

Reference list

 

Aon Hewitt. (2014). Trends in global employee engagement. Retrieved on July 15, 2015, from 2014-trends-in-globaleployee-engagement-report

Attridge, M. (2009). Measuring and managing employee engagement: research and business literature review. Journal of Workplace Behavioral Health

Bakhtari, H., 2005. The influence of culture on management style: A comparative study of management styles in the United States and the Middle East. International Management and Organization Studies,

Barling J., Salter F., Kelloway E. K. (2000), Transformational leadership and EI: An exploratory study, "Journal of Leadership and Organizational Development"

Dixon, NF (2010) The Psychology of Military Impotence, London, Pimlico

Gardner L., Stough C. (2002), Examining the relationship between the leadership and emotional intelligence of top managers, "Journal of Leadership and Organizational Development

Goleman D. (2000), Leadership to Get Results, "Harvard Business Review

Hai, M. (2002). Survival strategy in the talent war. International career development,

Tamkin, P, Pearson, G, Hirsh, W and Constable, S (2010) Exceeding Expectations: Principles of Outstanding Leadership, London, Work Foundation

Waterhouse L. (2006), Multiple Intelligences, Mozart Effect, and Emotional Intelligence: A Critical Review, "Educational Psychologist