Employee Engagement and Learning for the Transformational Leader

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Author(s): Debra L. Lacy (Baylor University, USA)
Copyright: 2022
Pages: 14
Source title: Interdisciplinary and Practical Approaches to Managerial Education and Training
Source Author(s)/Editor(s): Luísa Cagica Carvalho (Polytechnic Institute of Setúbal, Portugal & CEFAGE, University of Évora, Portugal), Nuno Teixeira (Polytechnic Institute of Setúbal, Portugal)and Pedro Pardal (Polytechnic Institute of Setúbal, Portugal)
DOI: 10.4018/978-1-7998-8239-8.ch008

Keywords: Business & Management / Business Education / Business Science Reference / Management Science

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Abstract

Highly engaged employees are central to strong organizational outcomes. Nonetheless, consistency in maintaining high levels of engagement eludes most organizations. Disengaged employees are often toxic and cultivate negativity. An in-depth analysis of the drivers of employee engagement indicates that leadership is the strongest influencer of engagement. Bass's transformational leadership and the leader-member-exchange (LMX) theories outline characteristics of transformational leaders. The theories intersect where Bass posits is the stage in the relationship between leader and follower where leader behavior inspires followers to excel with no additional incentives needed. Training and development of the transformational leader who drives high engagement must take adult learning principles into account in recognition of the unique learning needs of adults.

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Employee Engagement and Learning for the Transformational Leader

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