The impact of leadership behaviours on employee engagement

 

It is widely recognised that engaged employees means a more productive workforce. An engaged workforce has a direct impact on key organisational outcomes: profits; customer satisfaction; productivity; innovation; absence; turnover.

Research conducted as part of the cross-government Internal Communications Excellence project found strong evidence of the link between employee engagement and the behaviour of senior leaders and managers. Analysis of People Survey 2013 scores for 8,750 business units in government organisations found that:

  • There is a clear correlation between leadership behaviours, the culture they create and team engagement
  • Leaders who consistently apply the enablers of engagement achieve high team engagement
  • Leaders who inconsistently apply the enablers of engagement achieve lower team engagement
  • This correlation is most evident around the themes of leaders enabling employees to have a voice and demonstrating integrity in their teams

Detailed findings of the study are available via the links below:

The relationship between leadership behaviours and employee engagement

PDF, 408KB, 8 pages

These graphs analyse People Survey scores for the most and least engaged teams from 8,570 government business units, focusing on leadership behaviours. The scores are for survey statements relating to the four enablers of engagement in the Engage for Success framework: strong narrative; engaging managers; employee voice; integrity.

Read more about how to interpret the graphs.

Evidence charts

The relationship between business area type and employee engagement

PDF, 132KB, 2 pages

These pie charts break down the 100 most and least engaged teams from 4,430 main department units by business area type.

Read more about how to interpret the charts.

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