Presentation Title
The Love Power Synergy of Effective Leadership
Document Type
Poster Session
Department
Leadership and Organizational Studies
Faculty Mentor
Joyce Gibson, PhD
Abstract
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 research is qualitative and begins to examine how leaders use behaviors that rely on the combination of love and power to influence followers in order to achieve business outcomes. The exploratory qualitative design seeks to examine how leaders identify past situations where they have exercised behaviors that exhibit power, love, or a combination of power and love.
Open Access?
1
The Love Power Synergy of Effective Leadership
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 research is qualitative and begins to examine how leaders use behaviors that rely on the combination of love and power to influence followers in order to achieve business outcomes. The exploratory qualitative design seeks to examine how leaders identify past situations where they have exercised behaviors that exhibit power, love, or a combination of power and love.
