3 April 2025
Leadership and Engagement: Build a Win-Win Culture
When I came across the article “Why you should focus on engagement rather than on connectedness” (Ralf Caers, #zigzagHR), it immediately aroused my interest. In many organizations, including those in which I am active, both connectedness and engagement play a major role. They determine the working atmosphere, the collaboration and ultimately also the performance. It is interesting to consciously reflect on the difference, how this is expressed in your organization and its possible impact. This article made me think: can the choice to focus more on engagement really make a difference? And how does this influence the dynamics within a team or organization?
This tension between connectedness and engagement deserves a critical look and attention, especially in a time when organizations strive for resilience and sustainable growth.
Connectedness versus Engagement
Why the Focus on Engagement?
While connectedness can improve the atmosphere at work, it is engagement that directly contributes to an organization’s performance and competitiveness. Research shows that clear goals, good relationships with colleagues, and management support are key factors for high engagement and a positive employee experience.
Furthermore, an excessive focus on connectedness without proper attention to engagement can lead to a situation where employees feel comfortable within the team, but are not necessarily motivated to contribute to the organization’s goals. This can result in stagnation and a lack of innovation. In addition, not everyone has the same need for or interest in connectedness, nor does everyone feel comfortable with the same approach to strengthening it. Personality, private situation, temporary events, and other factors can make connectedness motivating for one person, while for another it may feel less relevant or even inhibiting. Therefore, it is crucial to find a balance, where engagement is central and space remains for different forms of connection.
Leadership and Engagement
Leadership plays a key role in fostering engagement. Humble leadership behaviors, where leaders acknowledge their mistakes and limitations, seek feedback, and utilize the talents of their team members, contribute to a psychologically safe work environment. This strengthens employee trust and engagement.
Conclusion
While connectedness contributes to a positive work culture, it is engagement that drives individual and collective performance within an organization. By investing in clear leadership, setting clear goals, and providing support, organizations can create an environment where employees are not only connected, but more importantly, engaged and motivated to contribute to collective success.
Ilse Denruyter
Trusted partner for leaders who want to perform from their own strengths
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