leadership and Teamwork on Employee engagement

Employee engagement has been shown to increase productivity, creativity, and innovation among employees. Moreover, participative employees are willing to demonstrate a long-term commitment to their companies, resulting in cost savings associated with reduced turnover and training expenses. The independent variables such as Leadership and teamwork are most influential factors that can increase employee engagement. Effective leaders will foster a positive workplace where they will feel kept valued and respected. They provide clear guidance and support, which promotes motivation and engagement. When employees perceive themselves as part of a team, their commitment to the organization’s goals increases. They are also more inclined to support and collaborate with their colleagues, leading to the exchange of ideas and the potential for increased innovation and productivity.

Leadership

Leadership encompasses the capacity of individuals to guide, encourage, and inspire their subordinates toward the attainment of organisational objectives. It encompasses a range of skills, tendencies, and characteristics exhibited by leaders to effectively influence and create a productive work environment (Northouse, 2021).

Teamwork 

As stated by Katzenbach and Smith (1993), teamwork is the collective efforts of people in a particular team that collaborate toward their company objectives. It entails effective communication, coordination, and cooperation among team members to achieve their goals.

Employee engagement

Having said that, employee engagement can be used to showcase the emotional, cognitive, and behavioral commitment that employees demonstrate towards their work and the organisation they belong to. It encompasses their level of dedication, involvement, and connection to their job, colleagues, and the overall mission of the organisation (Saks, 2006).

Transformational leadership

Transformational leadership, as defined by Bass (1990), is a leadership style that places the leader's ability, in terms of motivation and inspiration of their followers, to achieve the established shared goals, and foster trust. This approach to leadership encourages employees to surpass their own expectations and contributes to the creation of a positive work environment. This study builds upon a range of research conducted in diverse industries and countries, which examined the link between employee engagement and transformational leadership, providing valuable references. Leadership theories such as servant leadership and transformational leadership hold particular relevance to the focus of this research. For instance, Hee et al. (2018) revealed in their research in the Malaysian public sector that transformational leadership and employee performance are directed by employee involvement. Similar findings were made by Obuobisa-Darko (2020), who looked and discovered that workers with transformational leader behavior partially mediate in their employee task performance. 

Moreover, transformational leadership has been observed in different sectors, for instance, Bezuidenhout and Schultz (2013) conducted research in South Africa, revealing a positive impact on employee engagement by the theory. Similarly, Breevaart et al. (2014), a study that demonstrated how the daily influence of work engagement among followers. These collective findings indicate that this theory enhances our undertaking dependent variable employee engagement across various sectors and countries. Therefore, within the specific context of the public Sector in the Jaffna district, it can be inferred that implementing effective leadership and teamwork practices aligned with the principles of transformational leadership can positively influence levels of employee engagement. By fostering employee engagement, organisations can cultivate a more motivated and dedicated workforce, leading to improved performance and overall success.

Servant leadership

Servant leadership, as defined by Greenleaf (Burns, 1978), revolves around how the followers meet their needs with the help of leaders. Servant leaders exhibit qualities such as humility, compassion, and prioritize the well-being of their employees (Burns, 1978). Numerous studies have explored servant leadership, providing valuable insights for this research. Kernaghan (2011) emphasizes employee engagement is enhancing management in the public sector. Ozturk et al. (2021) found that this theory has a great impact on the dependent variable, employee engagement, which controls job satisfaction, as well as behavioral outcomes such as absenteeism and performance. Carter and Baghurst (2014) conducted a qualitative study and found that servant leadership positively impacts employee engagement, loyalty, and commitment to the workplace. These studies collectively demonstrate the principles of servant leadership, which prioritize what variables can contribute to improving employee engagement in the context of the undertaking.

Servant leadership, as defined by Greenleaf (Burns, 1978), revolves around how the followers meet their needs with the help of leaders. Servant leaders exhibit qualities such as humility, compassion, and prioritize the well-being of their employees (Burns, 1978). Numerous studies have explored servant leadership, providing valuable insights for this research. Kernaghan (2011) emphasizes employee engagement is enhancing management in the public sector. Ozturk et al. (2021) found that this theory has a great impact on the dependent variable, employee engagement, which controls job satisfaction, as well as behavioral outcomes such as absenteeism and performance. Carter and Baghurst (2014) conducted a qualitative study and found that servant leadership positively impacts employee engagement, loyalty, and commitment to the workplace. These studies collectively demonstrate the principles of servant leadership, which prioritize what variables can contribute to improving employee engagement in the context of the undertaking.

Servant leadership, as defined by Greenleaf (Burns, 1978), revolves around how the followers meet their needs with the help of leaders. Servant leaders exhibit qualities such as humility, compassion, and prioritize the well-being of their employees (Burns, 1978). Numerous studies have explored servant leadership, providing valuable insights for this research. Kernaghan (2011) emphasizes employee engagement is enhancing management in the public sector. Ozturk et al. (2021) found that this theory has a great impact on the dependent variable, employee engagement, which controls job satisfaction, as well as behavioral outcomes such as absenteeism and performance. Carter and Baghurst (2014) conducted a qualitative study and found that servant leadership positively impacts employee engagement, loyalty, and commitment to the workplace. These studies collectively demonstrate the principles of servant leadership, which prioritize what variables can contribute to improving employee engagement in the context of the undertaking.

In addition to leadership theories, there are various models that can be considered in relation to teamwork. One such model is the Tuckman Model proposed by Tuckman (1965), which outlines the four stages of team development: forming, storming, norming, and performing. It provides valuable insights into understanding how the dynamics of teamwork evolve and impact employee engagement. The forming stage is about the team members interacting with each, while the storming stage may involve addressing conflicts. The norming stage signifies the development of improved teamwork, trust, and cohesion, ultimately leading to the performing stage where the team operates efficiently. These theories and models offer a theoretical framework for examining the influence of leadership and teamwork on employee engagement.