| This applied dissertation was designed to evaluate the differences in key drivers of employee engagement and leadership engagement at a large quasigovernment agency in Virginia. Because the organization desires to be an employer of choice recognized for a culture of high performance, engagement, and inclusion; diverse leaders and employees; and deep talent pools that meet evolving needs, understanding the role of leadership and the specific factors that drive engagement and inclusion within the organization will help drive future success. Further, understanding if there are key differences in key drivers of employee engagement and leadership will help promote understanding about how to motivate and engage leaders to provide the leadership necessary for the organization to be successful.;The structured interview questions and focus-group questions in this research study examined the key drivers of engagement to determine if there are differences in the drivers of employee engagement and leadership engagement. The researcher utilized individual structured interviews and focus groups to gather the data. A standard interview guide was used for the individual structured interviews and focus groups. A purposeful sampling methodology was used to select research subjects from two targeted groups, the employee subject group and the leader subject group. Twelve participants, including three leader and nine employees, were interviewed over a 1-week period.;Based on the results of the study as measured by the data gathered during the structured individual interviews and focus groups, the researcher concluded that there are differences in drivers of employee engagement and leadership engagement. Engagement drivers for employees and leaders were present in the three main areas, meaningfulness, safety, and availability. However, engagement drivers for employees and leaders were not consistently present for each of the identified subthemes. |
