Are ‘versatile leaders’ the remedy for lower worker engagement?

Almost 70 per cent of Aussie employees remain disengaged in their work. Could the solution to this workplace headache be versatile leadership?

Statistics show 67 per cent of Australian employees are not engaged in their work, costing the local economy an estimated $2 billion each year.

Further studies by the Queens School of Business and the Gallup Organisation found that disengaged workers have 37 per cent higher absenteeism, 49 per cent more accidents, and 60 per cent more errors and defects.

The problem lies within leadership, with the research showing 70 per cent of team engagement can be attributable to the manager of said team.

“To address low engagement, we must address leadership,” explained Hazel Stewart, managing director of Innovate Learn, a Melbourne-based distributor of solutions from Wilson Learning Worldwide.

“The development of leadership versatility can be a formidable remedy. According to Wilson Learning’s research, versatile leadership translates into an increase in engagement and productivity by as much as 56 per cent.”

So what is a versatile leader?

According to Ms Stewart, versatile leadership is about having a range of skills, qualities and approaches that can be adapted and adjusted in different situations, depending on the needs of the team or the organisation.

“A versatile leader knows how [to] motivate, inspire, delegate, collaborate, and make difficult decisions with finesse,” she added.

“The goal is to create a more productive working environment, where leaders are empowered to help employees adapt and grow as their organisation scales up, adopt new technology and increase their global competitiveness. Businesses cannot afford to retain staff who aren’t sufficiently engaged with their work to make a difference to the bottom line.”

5 tips to build diverse leadership skills

1. Learn to communicate more effectively with diverse stakeholders

“It’s critical to support communication training with coaching that develops leaders’ interpersonal skills, emotional intelligence and negotiation skills,” Ms Stewart said.

“This becomes important in managing change, as is the case when implementing new tools or technology, for example.”

2. Continuous learning to develop versatility of knowledge

“Coaching, development courses and mentoring are also extremely valuable.

“Considering the rapid rise of new technology in industry – from robotics to automation – it’s critical that leaders stay up to date on the latest trends, developments, and best practices. Digital literacy and tech-savvy are a must,” Ms Stewart said.

3. Rotate and cross-collaborate to develop versatility of knowledge and experience

“Provide leaders with opportunities to work across different departments, projects or disciplines.

“This not only adds to their functional knowledge but also enables them to build relationships and acquire a broader set of skills and perspectives. This makes them much more dynamic in their leadership,” Ms Stewart said.

4. Build the versatility of problem-solving skills

“Harvard Business School has found that design thinking, paired with leadership skills, empowers teams to take ownership of each part of the innovation-building process and work together more effectively to share their diverse perspectives,” Ms Stewart said.

“Even something as simple as including the team leader in strategic meetings helps to build problem-solving capabilities.”

5. Foster a growth mindset that treats failure as a springboard for learning

“Individuals with a growth mindset embrace innovation and adapt more readily to change, making them very versatile team members. They also overcome adversity and challenge more easily,” Ms Stewart said.