Md Faysal Kabir
Principal, Dumkal Polytechnic College, India
The purpose of this research is to provide empirical evidence for organizational efficiency through the involvement of employees, using the role of leadership style in the workplace. This review is based on identification indirect factors between the style of leadership and the involvement of employees, leading to organizational efficiency. These tests will be they help manage organizations that give insight into the role of leadership style in employee engagement. A sample of 30 respondents was taken from a private engineering college. The respondents received a structured questionnaire. Statistical tools for correlation, regression analysis, descriptive and demographic analysis were used to check the results. These results were interpreted for the final analysis. This study has been brought into the current literature and gives insight into business in this sector, to understand the role of leadership in building employee engagement through intervening variables that will be lead to organizational efficiency.
Md Faysal Kabir, “Empirical Study of the Effect of Employee Involvement on Teamwork,” International Journal of Advanced Engineering and Management, Vol. 2, No. 10, pp. 240-247, 2017.
- Daft, R. L., & Weick, K. E. (1984). Toward a model of organizations as interpretation systems. Academy of management review, 9(2), 284-295.
- Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The leadership quarterly, 15(6), 801-823.
- Dessler, G. (1999). How to earn your employees’ commitment. The Academy of Management Executive (1993-2005), 58-67.
- Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal
of managerial psychology, 21(7), 600-619.
- Guest, D. E. (2004). The psychology of the employment relationship: An analysis based on the psychological contract. Applied psychology, 53(4), 541-555.
- Kim, S. (2004). Individual-level factors and organizational performance in government organizations. Journal of public administration research and theory, 15(2), 245-261.
- Benner, M. J., & Tushman, M. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of management review, 28(2), 238-256.
- Schwenk, C. R. (1984). Cognitive simplification processes in strategic decision‐making. Strategic management journal, 5(2), 111-128.
- Quinn, J. B., Anderson, P., & Finkelstein, S. (1996). Leveraging intellect. The Academy of Management Executive, 10(3), 7-27.
- Awamleh, R., & Gardner, W. L. (1999). Perceptions of leader charisma and effectiveness: The effects of vision content, delivery, and organizational performance. The Leadership Quarterly, 10(3), 345-373.
- Gronn, P. (2002). Distributed leadership as a unit of analysis. The leadership quarterly, 13(4), 423-451.
- Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The leadership quarterly, 10(2), 181-217.
- Galbreath, J., & Rogers, T. (1999). Customer relationship leadership: a leadership and motivation model for the twenty-first century business. The TQM magazine, 11(3), 161-171.
- Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and organizational Psychology, 1(1), 3-30.
- Shuck, B., & Wollard, K. (2010). Employee engagement and HRD: A seminal review of the foundations. Human Resource Development Review, 9(1), 89-110.
- Demerouti, E., & Bakker, A. B. (2011). The job demands-resources model: Challenges for future research. SA Journal of Industrial Psychology, 37(2), 01-09.
- Roy, A., & Mukherjee, K. (2017). Entrepreneurial Education in India. International Journal of Advanced Engineering and Management, 2(1), 15-20.
- Mukherjee, M. (2017). Innovation and System Design. International Journal of Advanced Engineering and Management, 2(2), 29-32.
- Reynolds, B. J. (2011). When the facts are just not enough: Credibly communicating about risk is riskier when emotions run high and time is short. Toxicology and applied pharmacology, 254(2), 206-214.
- Lin, C. P. (2010). Modeling corporate citizenship, organizational trust, and work engagement based on attachment theory. Journal of Business Ethics, 94(4), 517-531.
- Yasin Ghadi, M., Fernando, M., & Caputi, P. (2013). Transformational leadership and work engagement: The mediating effect of meaning in work. Leadership & Organization Development Journal, 34(6), 532-550.
- Westover, J. H., Westover, A. R., & Westover, L. A. (2010). Enhancing long-term worker productivity and performance: The connection of key work domains to job satisfaction and organizational commitment. International Journal of Productivity and Performance Management, 59(4), 372-387.