ABSTRACT
Engagement is measured by how much workers are motivated to contributed to organizational success by applying discretionary effort. Organization leaders must change to reverse this disengagement trend, starting with guiding principles that create a workplace environment for engagement. The main indicator of disengagement, though, is a poor relationship between employees and the manager who is responsible for their performance evaluation. The chapter looks at leading today's increasingly diverse, multigenerational, mobile, virtual, flexible workforce that needs to be engaged in order to feel connected, let alone motivated. It also looks at how the virtual leader unleashes talent virtually to develop committed virtual teams that want to stick together. Employee engagement has gone through name changes over the years and may be undergoing another with a resurgence in empowerment.
