领导学：在实践中提升领导力（原书第10版）课件汇总 理查德 第10--18章　追随者的满意度和敬业度 ---情境变化时优化领导力的技能.pptx

Chapter10FollowerSatisfactionandEngagementCopyright?2022McGraw-HillEducation.Allrightsreserved.NoreproductionordistributionwithoutthepriorwrittenconsentofMcGraw-HillEducation.

ChapterOutlineIntroduction.Understandingandinfluencingfollowersatisfaction.Understandingandimprovingemployeeengagement.

IntroductionToomanyhighlytrained,committedprofessionalsreturnagainandagaintothemethodologythatemployeeengagementprogramsarewhat“WEmightdotomakeTHEMfeelinvestedinUS.”TheyareanHRbrand-loyaltymarketingprogram,really.MarkKille,humanresourcesconsultant.Happyfollowersmaybecontentwiththesituationandexpresslittleurgencytogetanythingdone,whereasdissatisfiedworkerssometimesproducesuperiorresults.

UnderstandingandInfluencingFollowerSatisfactionSatisfiedworkersaremorelikelyto:Continueworkingforanorganization.Engageinorganizationalcitizenshipbehaviorsthatgobeyondjobdescriptionsandrolerequirements.Helpreducetheworkloadorstressofothersintheorganization.Dissatisfiedworkersaremorelikelytobeadversarialintheirrelationswithleadershipandengageindiversecounterproductivebehaviors.Dissatisfactionisakeyreasonwhypeopleleaveorganizations,andmanyofthereasonspeoplearesatisfiedordissatisfiedwithworkarewithintheleader’simmediatecontrol.

EmployeeTurnoverHasthemostimmediateimpactonleadershippractitioners.FunctionalturnoverisconsideredhealthyforanorganizationExamples:Whenfollowersretire,donotfitintotheorganization,oraresubstandardworkers.Dysfunctionalturnoveroccurswhenanorganization’sbestandbrightestbecomedissatisfiedandleave.Mostlikelytooccurwhendownsizingistheresponsetoorganizationaldecline.

Table10.1:WhyPeopleLeaveorStaywithOrganizationsSources:SIGMAAssessmentSystems,;PaceCommunication,HemispheresMagazine,November1994,p.155;“KeepingWorkersHappy,”USAToday,Febr