A significant driver of disengagement amongst employees is a lack of
psychological safety generated from weak and underdeveloped intra- and
interpersonal skills on the part of managers. Addressing the issue head
on, this book enables leaders to lead with conscious awareness to build
and sustain psychologically safe cultures through which team members may
positively engage with work in a far more meaningful and purposeful way.
All too often, leadership-follower relationships are purely
transactional and focus on errors and problems, resulting in an
impoverished transactional leadership culture. These dynamics result in
weak rapport, low levels of emotional intelligence on the part of line
managers and, subsequently, employee disengagement. This book unpacks
these drivers in detail and builds a model that can be used as the basis
of personal development and as a large-scale intervention into the
leadership culture of an organisation. This model is very accessible and
can be used in a structured training programme through a series of
action learning workshops based upon coaching relationships and mutual
dialogue.
The book is ideal reading for HRM managers, change leaders, learning and
development managers, students of management and leadership, and line
managers in organisations who are involved in leadership roles.
