Organisations are people. We can forget at times that essentially that is what they are – collective groups of people formed in service of a particular purpose or vision. Their collective quality of being (engagement, presence, and culture) and their collective quality of doing (operations, processes structures, and actions) determines their impact and success. How effectively and responsibly these groups can fulfil their purpose internally and externally in the context of the greater whole are influenced significantly by the holder of the vision, their leader.
In analysing data in part from 3,871 executives Goleman et al (2002) discovered that the central finding of their emotional intelligence research was that emotions were essentially contagious, and therefore a leader’s attitude (beliefs) and energy (feelings) could “infect” a workplace either for better or for worse. They also highlighted the importance of a leader’s self-awareness, empathetic listening, and “resonance”, which was described as the ability of leaders to perceive and influence the flow of emotions (energy), including motivational states between themselves and others they work with.
Employee Disengagement Costs
Examples of estimated impacts of low leadership/employee engagement:
- Australia: Disengagement 62% = $32.7 Billion
- Japan: Disengagement 91% = $232 Billion
- United Kingdom: Disengagement 70% = $64.8 billion
- India: Disengagement 8% = $ ??
The studies showed only one in four senior leaders are engaged.
At InsideOut we work with organisations who are passionate about their leaders and employees. They understand that investment in developing leaders to be at the top of their game makes for an organisation that is engaged, and as a consequence is high-performing both culturally and financially. These organisations hold competitive advantage as “employers of choice”, understanding that the quality of their leaders will directly impact employee engagement and performance.