Leadership importance for employee engagement in Ave sub region companies

Abstract

Currently it is impossible to dissociate the importance of the human factor as a unique and special ability to create solutions and organize resources channeling energies towards achieving distinct results in an organization. Modern organizations have realized that when they focus on employee’s engagement they are enhancing the creation of more efficient and productive work teams (Kompaso & Sridevi, 2010).

The concept of engagement has gained momentum due to their predictive value for job performance and organizational commitment (Bakker, 2009; Salanova & Schaufeli, 2007; Hakanen et al, 2006). Although there are different views on the concept of engagement (Bakker, Schaufeli, Leiter & Taris, 2008), engagement can be defined as an active and energetic psychological state that promotes the mobilization of resources, even in mentally challenging conditions (Hakanen & Schaufeli, 2012), characterized by high levels of energy and stamina, dedication and enthusiasm, and also by absorption by work (Schaufeli & Salanova, 2007). However, organizations are, increasingly, consisted by complex and heterogeneous work groups in which each individual has distinct characteristics which entails major challenges to contemporary leaders, not only in regard to effectively manage this diverse workforce, but also in terms of engaging them with the purposes of the organization so they can find personal meaning in their work. Practically most of occupational health models foregrounds, in their analysis, work stress and respective associated tension neglecting the potential positive effects of labor, as the engagement. Thus there is a need for more balanced approaches that include not only work stress but also workers well-being (Bakker & Schaufeli, 2008).

The main purpose of this study was to determine the impact of leadership on engagement levels in Ave sub region workers. Was intended to explore engagement levels in Ave sub region workers, realize if there are relationships between leadership dimensions and work engagement, and identify which leadership style represents the biggest predictor of employee’s engagement. On the theoretical foundation of this research were explored various leadership styles, namely, those of greatest prominence, framed from the perspective of leader behavior – relationship orientation, task orientation and situational orientation. It was also explored engagement and some of its predictors.

For leadership styles assessment it was used the Assessment Scale of Managerial Style (EAEG) in its final form (Melo, 2004) and for engagement measuring it was used the Utrecht Work Engagement Scale (UWES-17) (Schaufeli & Bakker, 2003; Trad: Porto-Martins & Benevides-Pereira, 2008). With this research it was also intended to evaluate the impact of sociodemographic factors on engagement.

Participants consisted of 334 employees of companies from various sectors of Ave sub region, to which was applied a questionnaire. The results indicate that the number of engaged workers 191 (57.2) is higher than disengaged workers 143 (42.8). Study results confirm that there is a positive relationship between relationship-oriented leadership and employee’s engagement. The results also confirm that there are differences on employee’s engagement in what concerns to sociodemographic factors, namely, gender, age, education level and time or work experience.