A Few Basics

Raphael H Cohen ()

Chapter 1 in Driving Employee Engagement, 2026, pp 1-13 from Springer

Abstract: Abstract This Chapter examines the economic and organizational impact of employee engagement, demonstrating its direct correlation with trust, productivity, profitability, and team loyalty. It addresses the limitations of traditional management approaches that no longer meet modern workplace demands, establishing the foundation for understanding engagement as a strategic imperative. The discussion emphasizes managers’ critical role in generating engagement and explains why measuring engagement outcomes provides greater value than debating leadership styles or methods alone. It introduces the Management-Generated Engagement Score (MGES), a comprehensive measurement tool that surpasses traditional engagement and satisfaction surveys to reveal whether leaders truly maximize their teams' potential. Through real-world examples and empirical insights, the Chapter shows how leaders can avoid common pitfalls such as disengagement and workplace incivility by deploying a framework that enhances team performance and fosters genuinely engaged followers who contribute their best effort voluntarily rather than out of obligation. The foundational principles establish the groundwork for sustainable leadership that creates lasting organizational value through authentic human engagement.

Keywords: Employee engagement measurement; Leadership effectiveness; Team performance; Management skills; Engagement metrics; Leadership assessment; Team motivation; Workplace productivity; Leadership development; Staff retention; PFC model; MGES; Management-Generated Engagement Score; Fair and Caring Leadership Framework; Employee engagement; Trust building; High-performance teams; Leadership assessment; Organizational impact; Business impact; Profitability; Organizational value; Team loyalty; Trust; Employee loyalty; Traditional management; Modern workplace; Management evolution; Strategic leadership; Leadership strategy; Engagement strategy; Engagement measurement; Engagement outcomes; Engagement surveys; Leadership metrics; Employee disengagement; Workplace incivility; Workplace culture; Employee satisfaction; Sustainable leadership; Authentic leadership; Lasting value (search for similar items in EconPapers)
Date: 2026
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-032-05172-1_1

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DOI: 10.1007/978-3-032-05172-1_1

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