Employee engagement for control freaks

an article by Gareth Chick (Director, at Spring Partnerships, Banbury) published in Human Resource Management International Digest Volume 19 Issue 6 (2011)

Abstract

Purpose
This paper aims to claim that most people are control freaks and explain how they can be encouraged to accept change.
Design/methodology/approach
The paper puts forward a five-step plan to help to create genuine change in an organization.
Findings
The paper describes the five stages as: uncertainty; denial; negotiation; reflection; and action.
Practical implications
The paper advances the view that the job of the leader is to move people through these five stages as fast as possible; arguably the definition of leadership is to get people through these stages quicker than on their own.
Social implications
This paper highlights, at a time when organizational change is the norm, a way in which managers can encourage their people to accept and embrace this change.
Originality/value
The paper reveals that authentic leadership means creating an emotional journey towards an inspirational vision of the future – creating a compelling mission or purpose – and then communicating this effectively.

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