Psychology of managing organizational behavior of employees for their involvement and relationship with the leader

Abstract

Most modern organizations in their work with personnel pay considerable attention to how to manage employee involvement and through what actions of management it can be increased. The concept of engagement described back in the 90s of the twentieth century in the works of Kahn, was supplemented and developed over the past 30 years old, but has not changed significantly. According to the author of this term, engagement is a state of an employee characterized by the degree realizing his personal potential in the process of fulfilling his work role, as well as the degree of its active, cognitive and emotional expression in process of labor activity. This paper will discuss analysis of the connection between the level of development of managerial competencies of a manager and involvement in the work of both himself and his subordinates. The work examined the relationship between the involvement of employees at different levels in the organization and the level of development of the competencies of their managers; and differences between executive and employee engagement. The presence and extent of relationships were determined using correlation analysis, and differences were determined using assessment reliability of differences in mean values. The leadership competencies of Understanding the Business, Results Orientation, Collaboration and Developing Subordinates contribute to the engagement of subordinates. “Leadership”, “Initiative”, “Business Understanding”, “Interaction” is also interconnected with the leader’s own involvement. "Planning" has the opposite effect relationship. It has been established that there are differences in the involvement of managers and employees. There is a relationship between employee and manager engagement with the level of development of his competencies: some of the manager’s competencies are associated with his high involvement and the involvement of his employees, some with low. Discovered connection between the levels of involvement of the manager and employees. Differences in some parameters of engagement between managers and employees were revealed.