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Employee engagement for control freaks

Employee engagement for control freaks Purpose – This paper aims to claim that most people are control freaks and explain how they can be encouraged to accept change. Design/methodology/approach – The paper puts forward a five‐step plan to help to create genuine change in an organization. Findings – The paper describes the five stages as: uncertainty; denial; negotiation; reflection; and action. Practical implications – The paper advances the view that the job of the leader is to move people through these five stages as fast as possible; arguably the definition of leadership is to get people through these stages quicker than on their own. Social implications – This paper highlights, at a time when organizational change is the norm, a way in which managers can encourage their people to accept and embrace this change. Originality/value – The paper reveals that authentic leadership means creating an emotional journey towards an inspirational vision of the future – creating a compelling mission or purpose – and then communicating this effectively. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

Employee engagement for control freaks

Human Resource Management International Digest , Volume 19 (6): 4 – Aug 30, 2011

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Publisher
Emerald Publishing
Copyright
Copyright © 2011 Emerald Group Publishing Limited. All rights reserved.
ISSN
0967-0734
DOI
10.1108/09670731111163428
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to claim that most people are control freaks and explain how they can be encouraged to accept change. Design/methodology/approach – The paper puts forward a five‐step plan to help to create genuine change in an organization. Findings – The paper describes the five stages as: uncertainty; denial; negotiation; reflection; and action. Practical implications – The paper advances the view that the job of the leader is to move people through these five stages as fast as possible; arguably the definition of leadership is to get people through these stages quicker than on their own. Social implications – This paper highlights, at a time when organizational change is the norm, a way in which managers can encourage their people to accept and embrace this change. Originality/value – The paper reveals that authentic leadership means creating an emotional journey towards an inspirational vision of the future – creating a compelling mission or purpose – and then communicating this effectively.

Journal

Human Resource Management International DigestEmerald Publishing

Published: Aug 30, 2011

Keywords: Employee engagement; Organizational change; Human resource management; Motivation (psychology); Employees involvement

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