A recent bit of research by Jack Zenger and Joseph Folkman in the Harvard Business Review looked at the types of leadership qualities most likely to spur employee engagement, or in other words which employees were the most happy/(or not) with their jobs. Generally, they grouped individual leaders as either Drivers or Enhancers. Specifically,
Drivers are very good at establishing high standards of excellence, getting people to stretch for goals that go beyond what they originally thought possible, keeping people focused on the highest priority goals and objectives, doing everything possible to achieve those goals, and continually improving.
Enhancers, by contrast, are very good at staying in touch with the issues and concerns of others, acting as role models, giving honest feedback in a helpful way, developing people, and maintaining trust.
They drew on research from nearly 150,000 interviews (with approximately 30,000 leaders). Not surprisingly, employees believed that the leaders who were the best enhancers were considered to be the best at engaging employees. However, after carefully reviewing the survey results, they discovered that the leaders who had the best employee engagement scored highly in BOTH areas–as drivers and enhancers.
From an innovation perspective, this fits neatly with much of what I’ve seen in many organizations. Leaders in innovation must get people to focus and stretch on important goals, while acting as role models and providing feedback. The Challenge methodology provides a framework for building and maintaining this structure and helps guide organizations to innovation success.