Research points to the employee-direct supervisor relationship as the most important variable in employee engagement which enhances a wide range of business and quality outcomes.
This challenges supervisors to juggle multiple ways of relating: they must assure clarity of roles and expectations and also seek opinions and provide encouragement and recognition (Buckingham, Coffman); even further (Zenger, Folkman) engagement is higher when supervisors seek two-way, not one-way feedback. This juggling of different relationship styles from managers is more likely if there is support from higher level leadership.
This challenges supervisors to juggle multiple ways of relating: they must assure clarity of roles and expectations and also seek opinions and provide encouragement and recognition (Buckingham, Coffman); even further (Zenger, Folkman) engagement is higher when supervisors seek two-way, not one-way feedback. This juggling of different relationship styles from managers is more likely if there is support from higher level leadership.