In recent history, economies have undergone increasingly frequent and consequential fluctuations due to numerous internal and external forces. This has resulted in an environment where organisations have to continuously adapt in order to remain sustainable.
One of the most significant impacts of organisational change is its detrimental effect on employee engagement. This study investigates the impact of various leadership styles in influencing employee engagement specifically within the organisational change context. The aim of the study is to inform management of the importance of ensuring suitable leadership styles when undergoing organisational change, in order to drive the agenda of employee engagement whilst simultaneously executing successful organisational change.
The study was conducted using a quantitative design with a survey tool consisting of questions related to both leadership styles and employee engagement; and the survey was performed within a multinational organisation which has recently undergone significant change.
It was found that transactional and transformational leadership were the only two styles suited to drive both the agenda of employee engagement and organisational change. Whilst transactional leadership showed success in this regard, transformational leadership was found to have had a considerably higher influence on employee engagement in comparison.
It was also found that transformational leadership is the single biggest lever that can be used within an organisation in order to promote employee engagement.
Mini Dissertation (MBA)--University of Pretoria, 2017.