What is Engaging Leadership?
Engaging Leadership describes a range of behaviours, values and attitudes that, when adopted by a leader, maximise the performance potential of their team. Our published research shows that individuals led by Engaging Leaders experience higher levels of:
wellbeing (self-confidence, self-efficacy, reduced job-related stress)
positive attitudes to work (satisfaction, fulfilment, motivation to go the extra mile, and others)
Both of these are the key to maximising organisational performance.
Engaging Leadership was developed as a model through the world's largest study of the nature of leadership, conducted over three years and initially published in 2001 by Professor Beverly Alimo-Metcalfe and Dr John Alban-Metcalfe. This original research involved over 6,500 people at all leadership levels of the private and public sectors. It has been widely extended since, to include a range of countries, as well as teams and organisational cultures.
The study was deliberately inclusive by gender, ethnicity and other demographic characteristics to ensure that, unlike typical models, it does not either discriminate against, or unfairly favour, particular types of leader.
Engaging Leadership has been uniquely shown to have a direct cause-and-effect influence on increasing team performance, through longitudinal research using objective measures of success.
Engaging Leaders not only focus on the way they interact with their direct reports, colleagues and line manager, but they also behave in ways that positively influences the effectiveness of the wider department and organisation culture, and lead across traditional boundaries. At the core, Engaging Leaders act with integrity, honesty and consistency.
There are four domains of Engaging Leadership and 14 dimensions, which together assess 98 behaviours. This is illustrated in the model below, which is assessed through Real World Group's TLQ.