Attaining better employee engagement and a positive work culture through transformational leadership
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Authors
Swamy, Gavaskaran
Author ORCID Profiles (clickable)
Degree
Master of Applied Management
Grantor
Southern Institute of Technology (SIT)
Date
2021
Supervisors
Wood, Jacob
Type
Masters Dissertation
Ngā Upoko Tukutuku (Māori subject headings)
Keyword
Northland District Health Board
New Zealand
District Health Boards
public health sector
employee engagement
empowerment
workforce
leadership
organisational change
organisational culture
New Zealand
District Health Boards
public health sector
employee engagement
empowerment
workforce
leadership
organisational change
organisational culture
ANZSRC Field of Research Code (2020)
Citation
Swamy, G. (2021). Attaining better employee engagement and a positive work culture through transformational leadership. (Unpublished document submitted in partial fulfilment of the requirements for the degree of Master of Applied Management). Southern Institute of Technology (SIT), New Zealand. https://hdl.handle.net/10652/5637
Abstract
RESEARCH OBJECTIVES
1 To identify how an organisation can achieve better employee engagement with a positive work culture
2. To examine employee engagement in the workplace by focusing on key drivers, for example, work behavioural patterns, loyalty and organisational connectedness
3. To examine factors that foster employee empowerment at the workplace
4. To ascertain whether transformational leadership in organisations can enhance overall employee engagement and motivation
ABSTRACT
The research area in focus for this study was the public health sector of New Zealand. District Health Board employee engagement, empowerment practices were examined throughout New Zealand DHBs. Northland District Health Board was the chosen specific research area from which respondents for the research questionnaire and Zoom video interviews were selected. The overall purpose of this study was to explore the impact of transformational leadership on employee engagement, motivation and empowerment. The research design for this study utilised mixed, qualitative and quantitative methods. The chosen approach and tools for gathering data consisted of survey questionnaires and an online video interview on the Zoom platform. The findings for objective one showed NDHB needed to address employee disengagement behaviours and patterns to achieve a positive organisational culture. The findings for research objective two confirmed that organisational connectedness and employee loyalty was essential and valued by most interviewees. Employees wanted an organisational culture based on mutual respect from management and staff. Transparent communication and ongoing training initiatives for employee empowerment were also highlighted; transformational leadership was crucial for employee engagement initiatives in NDHB. Previous empirical literature and thematic analysis of video interviews and questionnaires highlighted in the study’s findings the need for effective transformational leadership in NDHB. Recommendation for practice would be to implement robust dedicated support systems, ongoing professional development, mentoring programmes, and meaningful employee reward schemes to mitigate employee disengagements and burnouts.
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Attribution-NonCommercial 4.0 International