ABSTRACT
This chapter explores why managers want engagement. It examines why they are not acting in their own best interests, as their actions, contrary to their intentions, often cause disengagement. The chapter considers the skills of leadership from the skills of management and understand their individual importance as manager’s work toward creating a fully engaged workforce. It discusses what the management team must do to create a fully engaged workforce and also presents the two management realities they must understand as well as discuss the critical role of the supervisor. The chapter looks at a much-needed management trait, the ability to create an environment in which people can perform well and how the subject of situational leadership adequately meets that need. Most of the management problems stem from a lack of understanding of engagement basics; a lack of understanding of motivational principles; and a lack of understanding of the role of management in creating –or destroying–engagement.
