Improving leader effectiveness: impact on employee engagement and retention

Abstract

Purpose

Fixing problems in an organization often involves developing managers in order to increase leader effectiveness. This paper aims to discuss the aforementioned issue.

Design/methodology/approach

Data collection includes multiple surveys and small group interviews. Analysis uses rigorous coding methods to construct a model of critical organizational values and behaviors essential for leadership effectiveness. The authors bring “theory to practice” by applying complexity leadership concepts in the authors’ intervention strategy.

Findings

Findings are categorized into three parts: identifying critical culture value gaps, applying complexity concepts to a scenario-based training intervention, and identifying intervention outcomes. Outcomes include transformed work environment led by leaders who respect others, share decision-making and enable employees to be interdependent.

Research limitations/implications

This explanatory case study contributes to research by applying complexity leadership theory to create a practical consulting intervention.

Practical implications

This work provides a template and process for managers using complexity leadership to inform their client interventions.

Originality/value

This case study identifies value shortfalls in a manufacturing plant, documents a scenario-based training intervention which develops managers to build organizational trust. Results include reducing turnover, improving job satisfaction and increasing production.

Citation

Moore, J.R. and Hanson, W. (2022), "Improving leader effectiveness: impact on employee engagement and retention", Journal of Management Development, Vol. 41 No. 7/8, pp. 450-468. https://doi.org/10.1108/JMD-02-2021-0041