Employee Engagement and Leadership: Strategies and Analysis Report

This report explores the crucial connection between employee engagement and leadership, drawing on the work of The Frisina Group and the newsletter by Shuck & Herd (2012). It highlights the role of junior leaders as 'strategic corporals' in facilitating change management and bridging the gap between senior leadership and ground-level staff. The report discusses methodologies for enhancing employee engagement, including rational, emotional, and motivational approaches, as well as the importance of these factors in driving organizational growth and development. The analysis emphasizes that effective leadership, particularly the involvement of junior leaders, is key to fostering a workplace where employees are engaged and motivated. The report concludes by underscoring the importance of senior leaders leveraging the insights and connections of junior leaders to improve engagement.

Employee
engagement
AND THE IMPORTANT ROLE OF LEADERSHIP

Introduction
 This presentation is regarding the paper published by The Frisina Group,
LLC, (2017) has been mentioned, in which the Author has mentioned
that the leadership should divided among senior and junior leaders.
 It is because, junior leaders are able to connect to the ground level of
workers, to which seniors leaders are not being able to connect and
therefore their decisions are
 The rest of the presentation is dependent on the methodologies and
theories identified form the newsleller (Shuck & Herd, 2012).

Agent of change
 Agent of change are the individuals, through which changed in process
and organizational structure is implemented. In this newsletter, junior
leaders have been presented as agent of change and are termed as
‘Strategic corporals’.
 As per they are connected with both the senior leadership and ground
level staff in the process, they are able to transfer both of their
concerns to the appropriate person so that those issues can be solved
(Truss et al., 2013).

Employee engagement
 Shuck et al., (2013), has mentioned that employee engagement is the
self-realization of the staff for the organizations growth and
development which cannot be achieved by string leadership and harsh
instructions
 This is an important concept as they are also an agent of change and
without their support an organization cannot successfully implement
change management (Shuck et al., 2013)

Methodologies of employee
engagement
 In this context, the identified employee engagement methodology was
divided into three sections,
 Rational
 Emotional
 Motivational.
 These three methods are applied so that employees can be engaged in
the organization using the thinking, feeling and acting part of the
equation (Sunder, 2013).

Conclusion
 Employee engagement and leadership is associated with one another
as with better leadership, employee’s engagement in the organization
can be improved
 Further, in this process, the senior leaders should take help from the
junior leaders or managers as they are always connected to the ground
level workers in an organization.

References
Shuck, B., Ghosh, R., Zigarmi, D., & Nimon, K. (2013). The jingle jangle of
employee engagement: Further exploration of the emerging construct and
implications for workplace learning and performance. Human Resource
Development Review, 12(1), 11-35.
Shuck, B., & Herd, A. M. (2012). Employee engagement and leadership: Exploring
the convergence of two frameworks and implications for leadership
development in HRD. Human resource development review, 11(2), 156-181.
Sunder, V. (2013). Six Sigma-A strategy for increasing employee engagement. The
Journal for Quality and Participation, 36(2), 34.
Truss, C., Shantz, A., Soane, E., Alfes, K., & Delbridge, R. (2013). Employee
engagement, organisational performance and individual well-being: exploring
the evidence, developing the theory.