Despite the billions that companies are investing in employee engagement, the old formula of attractive perks and better pay just aren\u2019t working like they used to.<\/p>\n
Millennials and Gen Zers, who make up a large chunk of the workforce, don\u2019t respond as well to these motivators. In a worrying trend, this demographic also has among the highest turnover rates.\u00a0<\/a><\/p>\n Amidst all this, the \u201cfuture of work\u201d appears to be going in a way that many employers aren’t comfortable with yet (but employees love it<\/a>): remote work.<\/p>\n <\/p>\n In this climate of unprecedented challenges, what is the one thing that businesses can improve\u00a0right now<\/em> to adapt?<\/p>\n Their leadership.<\/p>\n Why?<\/p>\n Managers alone account for 70% of the variance in harnessing team engagement<\/a>. Tomas Chamorro-Premuzic, Chief Talent Scientist at Manpower Group goes so far as to argue that<\/a> \u201c\u2026incompetent leaders are the main reason for low levels of employee engagement, and the prevalent high levels of passive job seeking and self-employment.\u201d<\/p>\n Might sound harsh, but plenty of studies have gone into great detail to figure out the relationship between leadership and employee engagement. But how can businesses make sense of (and act on) these findings?<\/p>\n In this article, we\u2019ll cover:<\/p>\n![\"2019](\"\/us\/en\/blog\/wp-content\/uploads\/2020\/07\/image2-79.png\")
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