Date of Award
Master of Arts (MA)
William Maxwell, MSED
Adam Payne, EdD
Employee engagement, according to Gallup Inc., still hovers at approximately 15% globally and hit a recent high of only 34% in the United States (Harter J, 2018). Employee engagement, as measured from a team aggregate of leaders' direct reports, represents a leading indicator in the perceived crisis of leadership. Employee Engagement has not changed in decades (Harter, Schmidt, Agrawl, Plowman, & Blue, 2016). Leaders who incorporate both power and love into their behaviors and communications create followers that view leaders as effective and remain loyal to the leader’s organizations (Dahm & Greenbaum, 2019). Studies on the concepts of love and compassionate love have entered the vernacular of leadership studies. There have not been studies that directly connect to a leader's ability to deliberately combine love and power into their behaviors to produce engaged employees. This phenomenological qualitive study examined how leaders in the Financial Services industry used a combination of behaviors associated with love (softer power bases) and power (harsher power bases) to impact employee engagement. Leaders identified past situations in which they self-identified as using power, love, or a combination of love and power to influence. A love-power synergy exists that boosts employee engagement.
Giordano, Philip A., "The Love-Power Synergy of Effective Leadership" (2020). All Theses & Dissertations. 383.
Available for download on Sunday, June 25, 2023