Employee Engagement in a Public-Sector Environment: A Grounded Theory Study of Leadership Development and Organizational Cultur

The purpose of this qualitative grounded theory study was to generate a theory about the implications of leadership development and organizational culture on employee engagement. The focus is on the experience and perceptions of participants of a leadership development program within a public-sector organization with a strategic imperative focused on cultural transformation. The researcher investigated the outcomes of the leadership development program, and examined cultural aspects of the organization, each from the view of employee participants. Much leadership development research to date is based on private sector organizations. There are studies that are an examination of quantitative organizational results such as productivity and personal results such as promotion and incentive pay rates. The researcher placed emphasis on the lived experience of employees and sought insight to the differentiators that result in higher levels of organizational buy-in and commitment exemplified by engaged employees. The research included interviews with individuals that participated in the subject organization's leadership development program. The research findings led to the generation of a new theory of employee engagement applicable to the field of human resource management. Understanding the differentiators within an organization such as leadership strategies and organizational cultural objectives that lead to increased levels of employee engagement is instructive for organizations. The results are applicable to organizations in the public-sector, or in the private-sector, when the organization adopts an intentional leadership development approach based on leadership strategies and makes organizational culture a strategic imperative.