Abstract:
Employee engagement is a crucial factor for organisational performance, yet despite
numerous strategies and studies on the subject, many leaders still struggle to positively
influence engagement levels. The need to study employee engagement phenomena in
diverse contexts therefore emerged.
This paper aimed to explore which leadership capabilities strengthen employee engagement
in the context of reorganisations. The study utilised a qualitative approach, in which 16 semistructured
interviews were conducted in a Namibian public enterprise. The sample consisted
of employees at general, supervisory and managerial levels, in order to access diversity of
thought with regards to the phenomenon under study. This included employees who had
experienced departmental mergers, divisional transfers and changes in job roles. The data
collected were analysed through a phenomenological analytical approach, deriving relevant
themes and sub-themes.
The study found that proactive communication, employee preparation, leadership direction,
resource allocation, leader authenticity, balanced autonomy, psychological safety, leading
through values, wellness support, regular check-ins and trial periods are leadership
capabilities that need to be strengthened in reorganisations. Further findings indicated
industrial action as a survivor syndrome outcome that is associated with non-retrenchment
related reorganisations. As one of the first employee engagement studies in the reorganisation
context, these findings serve as a contribution to the existing body of knowledge. The study
also offers practical recommendations for leaders and human resource practitioners.
The research limitations were inherent in the cross-sectional design and the sample size,
limiting the generalisability of the findings. Finally, the researcher’s inexperience may have
influenced the data analytical process and the conclusions reached.
