Exploring leadership capabilities that strengthen employee engagement in the context of reorganisations

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.