A survey conducted by Gallup in 2012 indicates that “52 percent of workers are not engaged, and worse, another 18 percent are actively disengaged in their work. Gallup estimates that these actively disengaged employees cost the U.S. between $450 billion to $550 billion each year in lost productivity.”
We have all heard about the costs of disengagement, but what can leaders do to increase engagement – and does it boost well-being and performance?
First, consider whether you are engaging in behaviors that empower your followers.
- Do you enhance the meaningfulness of work by helping followers understand the importance of what they do?
- Do you encourage participation in decision making?
- Do you express confidence in your followers’ ability to perform at high levels?
- Do you provide autonomy from bureaucratic constraints?
A 2010 study by Zhang and Bartol reported in the Academy of Management Journal reported the effects of such empowering leadership on follower creativity in a high technology company. They found these four behaviors to be related to employees’ sense of being empowered—how they feel about the meaning, competence self-determination, and impact in their work. Empowerment, in turn, increased both intrinsic motivation and creativity.
Research evidence is compiling to suggest a strong relationship between engagement and performance, including innovative behavior. And one of the striking insights from the Zhang and Bartol study is the centrality of the matter of “meaning” in both the behavior of an empowering leader and the sense of psychological empowerment.
According to Frankl in Man's Search for Meaning, the search for meaning in life is one of the great existential questions and is believe to be a primary motivator. And Baumeister claims in Meanings of Life that the search for meaning is driven by four needs:
- a sense of purpose
- a set of values to provide a sense of “goodness” and positivity to life and as a means of justification for action
- a sense of efficacy
- a sense of self-worth.
Leaders can engage in behaviors that address these four fundamental needs and provide employees with a sense of meaning that enhances their well-being, as well as their performance. This is a win-win for organizations. Indeed, as Cartwright and Holmes suggest in their 2006 Human Resource Management Review article, leaders can both reduce cynicism and increase employee engagement by addressing the emotional sense of meaning in the lives of their followers.
