Assignment Prompt & Instructions
– 2 years ago
**files (2)**
– ## lpo.docx
– ## Template.docx
**## lpo.docx**
Lpo
First, you will need to review the employee engagement survey assessment that you completed in Module Two by implementing the grow, reality, obstacles, and way forward (GROW) model. Based on the findings, you will visualize and discuss what you plan to include in your adaptive leadership toolkit.
Think from the aspect of the tools found in a toolbox in many homes, such as a hammer, wrenches, pliers, saws, and screwdrivers. A single tool does not work in all situations. If you use a wrench to drive a nail instead of using a hammer, it might work. But it won't work as well as a hammer.
Now consider things from the perspective of leadership skills and behaviors. For adaptive leadership to be effective, it is imperative that leaders use different tools in different situations. Equally important is developing a metric, a means by which the desired behavior can be periodically assessed. The measure you set determines the behavior you get, so effective leaders first determine the desired behavior, and then develop a metric to periodically assess progress.
In Module Three, you will post your initial response, while in Module Four, you will assess other learners' posts and provide them with your input. This allows you additional time to make your initial post strong, robust, and well supported. For your initial post, you should consider the following questions:
· What leadership behaviors are needed to improve the work environment, determined via your assessment of the employee engagement survey?
· What leadership skills would you recommend including in your organizational leader's toolkit to develop the identified leadership behaviors?
· How will improvements in the recommended leadership skills and behaviors improve organizational performance?
**## Template.docx**
### **Identified Trends**
The exploration of disparities in respondents' ratings shows strong trends and the interaction of effects on various levels within the organization. To mitigate these gaps and in the interest of organizational well-being and performance, as noted by Yoo et al. (2025), it is important to understand these trends.
**_Critical Performance Decline Patterns:_**
The data shows three major concerning trends over the past four years:
· Satisfied rate on the job has reduced by 8 %, going down from 65.6 % to 57.6 %
· The reward and recognition metrics have shown a decrease of 7.25 % from 44.75% to 37.5%.
· The level of training and development participation has declined to 25 percent from 33 percent within the last two years.
**_Leadership Communication and Employee Engagement:_**
· They also acknowledge that low job satisfaction (35%) is directly associated with worse performance in customer service key performance indicators.
· They have established that leadership trust issues (24%) most influence overall working employee engagement.
· The outcomes of the recognition challenges reveal a strong link to the indicators preliminary to retention risk.
However, some regions remain relatively steady in their dynamics. As supported by Banu et al. (2025), the following metrics show resilience:
· Customer orientation is maintained at a very high level (between 90 and 91 percent).
· Strategy understanding in the companies keeps fluctuation at a low level (71-74%).
· Working conditions are somewhat worse but also do not differ dramatically (61 – 63% average).
### **Employee Survey Results Data**
An employee opinion survey helps identify several trends across various years that would give useful information on the degree of employee engagement and satisfaction. According to Patel et al. (2025), structured data analysis enhances the chance of recognizing areas of concern in organizations.
A temporal analysis using data from four different years demonstrates changes in employee attitude with respect to job satisfaction and recognition. Client/customer relations stand very high at 90%, and employees' understanding of the company strategy is even higher, standing at 71.67%, while general job satisfaction stands at a low 57.6%. A stability rate of working conditions is perceived at 61.07%, while reward and recognition standards are seen to decline and sit at a poor 37.5%. Such results suggest that more focused efforts are needed in the following four areas: leadership communication, employee recognition, and overall constructive employee engagement programs. The ignorance of these areas will be critical in the improvement of the overall health and performance of the organization.
### **Focus Areas**
Survey analysis highlights three key focus areas requiring immediate attention:
**_Leadership Trust and Communication_**
Organizational commitment can be effectively promoted through leadership trust. According to Yaseen et al. (2025), the lack of trust in the leaders results in low participation as well as performance among employees. Such current data show that trust in leadership is at an alarming low of 24%, which is a huge danger to workplace motivation. Incoordination is also a significant problem: the rate of communication effectiveness is 36%. Organizational culture: As per the findings, the main concerns that employees face as to goal clarity and decision-making are anti-employee engagement and motivation. These issues call for the adoption of overarching leadership that is communicating and oriented to ensure that all people in the organization regain the confidence of employers.
**_The Key Drivers of Employee Engagement and Satisfaction_**
Employee engagement is a big determinant of productivity and organizational success. Kumari et al. (2025) posit that when engagement rates are higher, their performance and retention rates are also higher. That said, current engagement is still very low, with job satisfaction pegged at a measly 35%. Besides, career growth perception stands at 38% in the survey, meaning that the majority of workers lack perceived opportunities for advancement. All these factors directly and indirectly relate to customer service performance and organizational culture. However, for people to be more engaged, organizations should consider providing rich career development opportunities, positive mentoring and training, and activities that enrich fulfilling one’s career development paths.
**_Recognition and Development_**
Integrated recognition is critical in boosting employee morale and encouraging them to remain with the organization. Azizi et al. (2025) note that well-designed and implemented recognition programs contribute to organizational culture while encouraging workers to perform at their best. However, survey results suggest that recognition effectiveness is at 35 %, while the development participation rate has increased only up to 25%. Further, the merit-based reward satisfaction is 46%, which shows that employees have realized disparity regarding performance-based rewards.
### **Reality—Current State**
When examining the degree of the current state, key problems in leadership, employees' engagement, and their recognition can be identified.
**_Leadership Analysis_**
According to Mabrouk (2025), the following are the leadership challenges that have negative impacts on organizational performance. The overall level of employee management trust with the leaders critically remains at a deplorable 24%, which is not conducive to developing a good working culture. Further, communication effectiveness is scored at 36%, which shows that the employees do not feel included in strategic planning or feel that the management is very transparent with its decisions. I infer that when there are no proper communication procedures in place, then it becomes very difficult for the employees to appreciate and perhaps compel the organization's goals and standards. Thus, the organization needs to build structured communication channels, trust instituting activities, and open all-level access to the company’s leadership.
**_Engagement Assessment_**
Employee engagement is an important concept for organizations in terms of employee productivity and attitude management. The current engagement rate is 35%, and Farndale et al. (2025) noted that this rate could not sustain the engagement needed for retention. The respondents were asked to select from a list of factors why they may be disengaged; 38% identified that there are few opportunities for career progression. In addition, 43% of the employees have reported having security issues, making them have low job security confidence. Issues related to engagement involve career advancement opportunities, security opportunities, and employee involvement or interaction plans.
**_Recognition System Review_**
Motivation and job satisfaction depend on an efficient recognition system at the workplace. Kumar et al. (2025) point out that only 35% of employees find the current recognition framework effective, which erodes morale. Further, there is low participation in development at a meager 25%, an indication of little to no access to learning. Further, the reward system is perceived as being arbitrary, meaning merit-based reward satisfaction stands at 46%. To address these problems, the organization should escalate the use of performance-based incentives and promote professional development and recognition programs and procedures that are in tandem with the performance levels of the employees.
### **Desired Future State—Where Would You Like to Be?**
The leadership, engagement, and recognition targets have been based on the following two-year plan:
**_Leadership Development Goals_**
In line with Yaseen et al. (2025), it is therefore imperative that organizational concentration be made on leadership reforms to enhance trust and communication. If the trust level rises to 34%, the employees will trust the management. Moreover, increasing the effectiveness of organizational communication to 46 percent will enable the organization to display transparency while making decisions. Increasing distinct leadership support systems to 45 % satisfaction will assist in setting up a more neutral managerial relationship. These measures will create a culture of leadership engagement, which will lead to accountability.
**_Engagement Enhancement Targets._**
According to Kumari et al. (2025), boosting job satisfaction by 45% will greatly improve the morale of the employees. Promotion and other career development-related measures should be increased to 48% and must create the perception of the employees about career advancement. Security perception must enhance to the level of 53%, reducing the level of uncertainty on the job. Mentorship programs, clear career ladders, and security policies with an intensive focus on the employee's health will create an enriched workplace.
**_Recognition System Objectives_**
Azizi et al. (2025) have suggested more structure in the recognition in order to increase motivation. Recognition effectiveness must be increased to 45% so that the employees have a sense that they are valued. Increasing development participation to 35% will afford the needed learning and development opportunities. Reward satisfaction can be raised to 41 percent, ensuring that the reward system is in tune with behaviors and outcomes. The choosing and executing of an open and engaging recognition program for employees will enhance their loyalty and organizational tenure.
### **Identified Gaps—Obstacles**
1. Leaders and employees are not trustworthy and do not communicate with one another (Mabrouk, 2025).
2. Originally, employees ran low morale and low satisfaction levels stemming from poor career progress (Farndale et al., 2025).
3. Lack of proper means of rewarding work linkage leads to disengagement (Kumar et al., 2025).
**Goal Revision**
1. Improve leadership communication to enhance trust, as shown by Yaseen et al. (2025).
2. Establish formal career development frameworks to enhance the two, according to Kumari et al. (2025).
3. Rewrite the culture of recognition procedures focused on performance objective incentives (Azizi et al., 2025).
### **A Way Forward—Action**
The systematic creation of leadership training is paramount in guiding the effort toward making the organization more reliable and open to shareholders. Yaseen et al. (2025) note how structured leadership development programs boost organizational relational communication, considering the opinions and feelings of other workers. Improving the communication tools with the leadership will enhance the total engagement of top officials.
These practices will increase employee engagement by providing effective career-enhancing solutions to the problem. According to work by Kumari et al. (2025), the role of the mentorship program is to ensure that there is a fit between the employees' perceptions and the organizational objectives, hence enhancing staff satisfaction and productivity and reducing staff turnover rate.
Rewarding a confirmed structure for finding and recognizing employees with clear criteria of what tangible rewards are available for recognition is going to improve motivation. According to Azizi et al. (2025), the practice of linking rewards with performance promotes appreciation and motivates employees to work harder. The mentioned approaches can, therefore, be effective for the organization to achieve and maintain a high level of organizational performance determined by employees’ health and career development.
With the help of these strategies, the organization can provide and develop a more structural and efficient climate within the company.
## **References**
Azizi, N. U., Khan, A., Hussain, A. K., & Javed, K. (2025). Human Resource Management (HRM) and Corporate Social Responsibility (CSR): Integrating Social Goals with Employee Engagement.
_Journal for Social Science Archives_,
_3_(1), 142-158.http://jssarchives.com/index.php/Journal/article/view/105
Banu, S. R., Thulasi, V. V. Y. R., Biswas, R., Rai, S. K., Rana, P., & Sasikala, P. (2025). Role of Human Resource Management In Improvement of Employee Performance. In
_Recent Trends In Engineering and Science for Resource Optimization and Sustainable Development_ (pp. 333-337). CRC Press.https://www.taylorfrancis.com/chapters/edit/10.1201/9781003596721-72/role-human-resource-management-improvement-employee-performance-shaik-rehana-banu-vvyr-thulasi-rita-biswas-shailendra-kumar-rai-priyanka-rana-sasikala
Farndale, E., Horak, S., Piyanontalee, R., Puffer, S. M., & Vidović, M. (2025). Looking back to look forward: Disruption, innovation and future trends in international human resource management.
_International Business Review_,
_34_(1), 102362.https://www.sciencedirect.com/science/article/pii/S0969593124001094
Kumar, S. S., Ku, B., Sen, R., Kumar, M., & Lata, R. (2025). Exploring the Impact of Communicative Leadership on Employee Engagement: The Mediated Moderated Effect of Employee Perceptions of Communication and Leaders' Intention to use ChatGPT.
_Journal of Ecohumanism_,
_4_(1), 86-105.https://ecohumanism.co.uk/joe/ecohumanism/article/view/4086
Kumari, S., Shukla, B., & Mishra, P. (2025). Hybrid workplace, work engagement, performance and happiness: A model for optimizing productivity.
_Multidisciplinary Reviews_,
_8_(1), 2025012-2025012.https://malque.pub/ojs/index.php/mr/article/view/5268
Mabrouk, A. (2025). Human Resouce Management in the Age of Artificial Intelligence: Concepts Tools and Steps.
_Solo International Collaboration and Publication of Social Sciences and Humanities_,
_3_(01), 1-12.http://journal.walideminstitute.com/index.php/sicopus/article/view/216
Patel, R., Peko, G., & Sundaram, D. (2025). Artificial Intelligence in the Workplace a Paradox: Contributor to Loneliness and Enhancer of Organisational and Employee Health.https://scholarspace.manoa.hawaii.edu/items/eb63a803-ddaa-4c29-9378-4e95e9492223
Yaseen, U., Idrees, R. N., Shakil, M. H., Haider, S. Z., & Khalil, J. (2025). Influence of academic leadership on organizational commitment of faculty members in private sector universities: mediating role of work engagement.
_Quality Assurance in Education_,
_33_(1), 17-30.https://www.emerald.com/insight/content/doi/10.1108/QAE-04-2024-0072/full/html
Yoo, S., Kumagai, J., Coulibaly, T. Y., & Managi, S. (2025). Postmaterial values contribute to and alleviate global well-being disparities: Evidence from Gallup world poll data.
_Cities_,
_156_, 105510.https://www.sciencedirect.com/science/article/pii/S0264275124007248
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## image1.png
**## Template.docx**
### **Identified Trends**
The exploration of disparities in respondents' ratings shows strong trends and the interaction of effects on various levels within the organization. To mitigate these gaps and in the interest of organizational well-being and performance, as noted by Yoo et al. (2025), it is important to understand these trends.
**_Critical Performance Decline Patterns:_**
The data shows three major concerning trends over the past four years:
· Satisfied rate on the job has reduced by 8 %, going down from 65.6 % to 57.6 %
· The reward and recognition metrics have shown a decrease of 7.25 % from 44.75% to 37.5%.
· The level of training and development participation has declined to 25 percent from 33 percent within the last two years.
**_Leadership Communication and Employee Engagement:_**
· They also acknowledge that low job satisfaction (35%) is directly associated with worse performance in customer service key performance indicators.
· They have established that leadership trust issues (24%) most influence overall working employee engagement.
· The outcomes of the recognition challenges reveal a strong link to the indicators preliminary to retention risk.
However, some regions remain relatively steady in their dynamics. As supported by Banu et al. (2025), the following metrics show resilience:
· Customer orientation is maintained at a very high level (between 90 and 91 percent).
· Strategy understanding in the companies keeps fluctuation at a low level (71-74%).
· Working conditions are somewhat worse but also do not differ dramatically (61 – 63% average).
### **Employee Survey Results Data**
An employee opinion survey helps identify several trends across various years that would give useful information on the degree of employee engagement and satisfaction. According to Patel et al. (2025), structured data analysis enhances the chance of recognizing areas of concern in organizations.
A temporal analysis using data from four different years demonstrates changes in employee attitude with respect to job satisfaction and recognition. Client/customer relations stand very high at 90%, and employees' understanding of the company strategy is even higher, standing at 71.67%, while general job satisfaction stands at a low 57.6%. A stability rate of working conditions is perceived at 61.07%, while reward and recognition standards are seen to decline and sit at a poor 37.5%. Such results suggest that more focused efforts are needed in the following four areas: leadership communication, employee recognition, and overall constructive employee engagement programs. The ignorance of these areas will be critical in the improvement of the overall health and performance of the organization.
### **Focus Areas**
Survey analysis highlights three key focus areas requiring immediate attention:
**_Leadership Trust and Communication_**
Organizational commitment can be effectively promoted through leadership trust. According to Yaseen et al. (2025), the lack of trust in the leaders results in low participation as well as performance among employees. Such current data show that trust in leadership is at an alarming low of 24%, which is a huge danger to workplace motivation. Incoordination is also a significant problem: the rate of communication effectiveness is 36%. Organizational culture: As per the findings, the main concerns that employees face as to goal clarity and decision-making are anti-employee engagement and motivation. These issues call for the adoption of overarching leadership that is communicating and oriented to ensure that all people in the organization regain the confidence of employers.
**_The Key Drivers of Employee Engagement and Satisfaction_**
Employee engagement is a big determinant of productivity and organizational success. Kumari et al. (2025) posit that when engagement rates are higher, their performance and retention rates are also higher. That said, current engagement is still very low, with job satisfaction pegged at a measly 35%. Besides, career growth perception stands at 38% in the survey, meaning that the majority of workers lack perceived opportunities for advancement. All these factors directly and indirectly relate to customer service performance and organizational culture. However, for people to be more engaged, organizations should consider providing rich career development opportunities, positive mentoring and training, and activities that enrich fulfilling one’s career development paths.
**_Recognition and Development_**
Integrated recognition is critical in boosting employee morale and encouraging them to remain with the organization. Azizi et al. (2025) note that well-designed and implemented recognition programs contribute to organizational culture while encouraging workers to perform at their best. However, survey results suggest that recognition effectiveness is at 35 %, while the development participation rate has increased only up to 25%. Further, the merit-based reward satisfaction is 46%, which shows that employees have realized disparity regarding performance-based rewards.
### **Reality—Current State**
When examining the degree of the current state, key problems in leadership, employees' engagement, and their recognition can be identified.
**_Leadership Analysis_**
According to Mabrouk (2025), the following are the leadership challenges that have negative impacts on organizational performance. The overall level of employee management trust with the leaders critically remains at a deplorable 24%, which is not conducive to developing a good working culture. Further, communication effectiveness is scored at 36%, which shows that the employees do not feel included in strategic planning or feel that the management is very transparent with its decisions. I infer that when there are no proper communication procedures in place, then it becomes very difficult for the employees to appreciate and perhaps compel the organization's goals and standards. Thus, the organization needs to build structured communication channels, trust instituting activities, and open all-level access to the company’s leadership.
**_Engagement Assessment_**
Employee engagement is an important concept for organizations in terms of employee productivity and attitude management. The current engagement rate is 35%, and Farndale et al. (2025) noted that this rate could not sustain the engagement needed for retention. The respondents were asked to select from a list of factors why they may be disengaged; 38% identified that there are few opportunities for career progression. In addition, 43% of the employees have reported having security issues, making them have low job security confidence. Issues related to engagement involve career advancement opportunities, security opportunities, and employee involvement or interaction plans.
**_Recognition System Review_**
Motivation and job satisfaction depend on an efficient recognition system at the workplace. Kumar et al. (2025) point out that only 35% of employees find the current recognition framework effective, which erodes morale. Further, there is low participation in development at a meager 25%, an indication of little to no access to learning. Further, the reward system is perceived as being arbitrary, meaning merit-based reward satisfaction stands at 46%. To address these problems, the organization should escalate the use of performance-based incentives and promote professional development and recognition programs and procedures that are in tandem with the performance levels of the employees.
### **Desired Future State—Where Would You Like to Be?**
The leadership, engagement, and recognition targets have been based on the following two-year plan:
**_Leadership Development Goals_**
In line with Yaseen et al. (2025), it is therefore imperative that organizational concentration be made on leadership reforms to enhance trust and communication. If the trust level rises to 34%, the employees will trust the management. Moreover, increasing the effectiveness of organizational communication to 46 percent will enable the organization to display transparency while making decisions. Increasing distinct leadership support systems to 45 % satisfaction will assist in setting up a more neutral managerial relationship. These measures will create a culture of leadership engagement, which will lead to accountability.
**_Engagement Enhancement Targets._**
According to Kumari et al. (2025), boosting job satisfaction by 45% will greatly improve the morale of the employees. Promotion and other career development-related measures should be increased to 48% and must create the perception of the employees about career advancement. Security perception must enhance to the level of 53%, reducing the level of uncertainty on the job. Mentorship programs, clear career ladders, and security policies with an intensive focus on the employee's health will create an enriched workplace.
**_Recognition System Objectives_**
Azizi et al. (2025) have suggested more structure in the recognition in order to increase motivation. Recognition effectiveness must be increased to 45% so that the employees have a sense that they are valued. Increasing development participation to 35% will afford the needed learning and development opportunities. Reward satisfaction can be raised to 41 percent, ensuring that the reward system is in tune with behaviors and outcomes. The choosing and executing of an open and engaging recognition program for employees will enhance their loyalty and organizational tenure.
### **Identified Gaps—Obstacles**
1. Leaders and employees are not trustworthy and do not communicate with one another (Mabrouk, 2025).
2. Originally, employees ran low morale and low satisfaction levels stemming from poor career progress (Farndale et al., 2025).
3. Lack of proper means of rewarding work linkage leads to disengagement (Kumar et al., 2025).
**Goal Revision**
1. Improve leadership communication to enhance trust, as shown by Yaseen et al. (2025).
2. Establish formal career development frameworks to enhance the two, according to Kumari et al. (2025).
3. Rewrite the culture of recognition procedures focused on performance objective incentives (Azizi et al., 2025).
### **A Way Forward—Action**
The systematic creation of leadership training is paramount in guiding the effort toward making the organization more reliable and open to shareholders. Yaseen et al. (2025) note how structured leadership development programs boost organizational relational communication, considering the opinions and feelings of other workers. Improving the communication tools with the leadership will enhance the total engagement of top officials.
These practices will increase employee engagement by providing effective career-enhancing solutions to the problem. According to work by Kumari et al. (2025), the role of the mentorship program is to ensure that there is a fit between the employees' perceptions and the organizational objectives, hence enhancing staff satisfaction and productivity and reducing staff turnover rate.
Rewarding a confirmed structure for finding and recognizing employees with clear criteria of what tangible rewards are available for recognition is going to improve motivation. According to Azizi et al. (2025), the practice of linking rewards with performance promotes appreciation and motivates employees to work harder. The mentioned approaches can, therefore, be effective for the organization to achieve and maintain a high level of organizational performance determined by employees’ health and career development.
With the help of these strategies, the organization can provide and develop a more structural and efficient climate within the company.
## **References**
Azizi, N. U., Khan, A., Hussain, A. K., & Javed, K. (2025). Human Resource Management (HRM) and Corporate Social Responsibility (CSR): Integrating Social Goals with Employee Engagement.
_Journal for Social Science Archives_,
_3_(1), 142-158.http://jssarchives.com/index.php/Journal/article/view/105
Banu, S. R., Thulasi, V. V. Y. R., Biswas, R., Rai, S. K., Rana, P., & Sasikala, P. (2025). Role of Human Resource Management In Improvement of Employee Performance. In
_Recent Trends In Engineering and Science for Resource Optimization and Sustainable Development_ (pp. 333-337). CRC Press.https://www.taylorfrancis.com/chapters/edit/10.1201/9781003596721-72/role-human-resource-management-improvement-employee-performance-shaik-rehana-banu-vvyr-thulasi-rita-biswas-shailendra-kumar-rai-priyanka-rana-sasikala
Farndale, E., Horak, S., Piyanontalee, R., Puffer, S. M., & Vidović, M. (2025). Looking back to look forward: Disruption, innovation and future trends in international human resource management.
_International Business Review_,
_34_(1), 102362.https://www.sciencedirect.com/science/article/pii/S0969593124001094
Kumar, S. S., Ku, B., Sen, R., Kumar, M., & Lata, R. (2025). Exploring the Impact of Communicative Leadership on Employee Engagement: The Mediated Moderated Effect of Employee Perceptions of Communication and Leaders' Intention to use ChatGPT.
_Journal of Ecohumanism_,
_4_(1), 86-105.https://ecohumanism.co.uk/joe/ecohumanism/article/view/4086
Kumari, S., Shukla, B., & Mishra, P. (2025). Hybrid workplace, work engagement, performance and happiness: A model for optimizing productivity.
_Multidisciplinary Reviews_,
_8_(1), 2025012-2025012.https://malque.pub/ojs/index.php/mr/article/view/5268
Mabrouk, A. (2025). Human Resouce Management in the Age of Artificial Intelligence: Concepts Tools and Steps.
_Solo International Collaboration and Publication of Social Sciences and Humanities_,
_3_(01), 1-12.http://journal.walideminstitute.com/index.php/sicopus/article/view/216
Patel, R., Peko, G., & Sundaram, D. (2025). Artificial Intelligence in the Workplace a Paradox: Contributor to Loneliness and Enhancer of Organisational and Employee Health.https://scholarspace.manoa.hawaii.edu/items/eb63a803-ddaa-4c29-9378-4e95e9492223
Yaseen, U., Idrees, R. N., Shakil, M. H., Haider, S. Z., & Khalil, J. (2025). Influence of academic leadership on organizational commitment of faculty members in private sector universities: mediating role of work engagement.
_Quality Assurance in Education_,
_33_(1), 17-30.https://www.emerald.com/insight/content/doi/10.1108/QAE-04-2024-0072/full/html
Yoo, S., Kumagai, J., Coulibaly, T. Y., & Managi, S. (2025). Postmaterial values contribute to and alleviate global well-being disparities: Evidence from Gallup world poll data.
_Cities_,
_156_, 105510.https://www.sciencedirect.com/science/article/pii/S0264275124007248
| | | |
| — | — | — |
| | | |
## image1.png
**## lpo.docx**
Lpo
First, you will need to review the employee engagement survey assessment that you completed in Module Two by implementing the grow, reality, obstacles, and way forward (GROW) model. Based on the findings, you will visualize and discuss what you plan to include in your adaptive leadership toolkit.
Think from the aspect of the tools found in a toolbox in many homes, such as a hammer, wrenches, pliers, saws, and screwdrivers. A single tool does not work in all situations. If you use a wrench to drive a nail instead of using a hammer, it might work. But it won't work as well as a hammer.
Now consider things from the perspective of leadership skills and behaviors. For adaptive leadership to be effective, it is imperative that leaders use different tools in different situations. Equally important is developing a metric, a means by which the desired behavior can be periodically assessed. The measure you set determines the behavior you get, so effective leaders first determine the desired behavior, and then develop a metric to periodically assess progress.
In Module Three, you will post your initial response, while in Module Four, you will assess other learners' posts and provide them with your input. This allows you additional time to make your initial post strong, robust, and well supported. For your initial post, you should consider the following questions:
· What leadership behaviors are needed to improve the work environment, determined via your assessment of the employee engagement survey?
· What leadership skills would you recommend including in your organizational leader's toolkit to develop the identified leadership behaviors?
· How will improvements in the recommended leadership skills and behaviors improve organizational performance?
**## Template.docx**
### **Identified Trends**
The exploration of disparities in respondents' ratings shows strong trends and the interaction of effects on various levels within the organization. To mitigate these gaps and in the interest of organizational well-being and performance, as noted by Yoo et al. (2025), it is important to understand these trends.
**_Critical Performance Decline Patterns:_**
The data shows three major concerning trends over the past four years:
· Satisfied rate on the job has reduced by 8 %, going down from 65.6 % to 57.6 %
· The reward and recognition metrics have shown a decrease of 7.25 % from 44.75% to 37.5%.
· The level of training and development participation has declined to 25 percent from 33 percent within the last two years.
**_Leadership Communication and Employee Engagement:_**
· They also acknowledge that low job satisfaction (35%) is directly associated with worse performance in customer service key performance indicators.
· They have established that leadership trust issues (24%) most influence overall working employee engagement.
· The outcomes of the recognition challenges reveal a strong link to the indicators preliminary to retention risk.
However, some regions remain relatively steady in their dynamics. As supported by Banu et al. (2025), the following metrics show resilience:
· Customer orientation is maintained at a very high level (between 90 and 91 percent).
· Strategy understanding in the companies keeps fluctuation at a low level (71-74%).
· Working conditions are somewhat worse but also do not differ dramatically (61 – 63% average).
### **Employee Survey Results Data**
An employee opinion survey helps identify several trends across various years that would give useful information on the degree of employee engagement and satisfaction. According to Patel et al. (2025), structured data analysis enhances the chance of recognizing areas of concern in organizations.
A temporal analysis using data from four different years demonstrates changes in employee attitude with respect to job satisfaction and recognition. Client/customer relations stand very high at 90%, and employees' understanding of the company strategy is even higher, standing at 71.67%, while general job satisfaction stands at a low 57.6%. A stability rate of working conditions is perceived at 61.07%, while reward and recognition standards are seen to decline and sit at a poor 37.5%. Such results suggest that more focused efforts are needed in the following four areas: leadership communication, employee recognition, and overall constructive employee engagement programs. The ignorance of these areas will be critical in the improvement of the overall health and performance of the organization.
### **Focus Areas**
Survey analysis highlights three key focus areas requiring immediate attention:
**_Leadership Trust and Communication_**
Organizational commitment can be effectively promoted through leadership trust. According to Yaseen et al. (2025), the lack of trust in the leaders results in low participation as well as performance among employees. Such current data show that trust in leadership is at an alarming low of 24%, which is a huge danger to workplace motivation. Incoordination is also a significant problem: the rate of communication effectiveness is 36%. Organizational culture: As per the findings, the main concerns that employees face as to goal clarity and decision-making are anti-employee engagement and motivation. These issues call for the adoption of overarching leadership that is communicating and oriented to ensure that all people in the organization regain the confidence of employers.
**_The Key Drivers of Employee Engagement and Satisfaction_**
Employee engagement is a big determinant of productivity and organizational success. Kumari et al. (2025) posit that when engagement rates are higher, their performance and retention rates are also higher. That said, current engagement is still very low, with job satisfaction pegged at a measly 35%. Besides, career growth perception stands at 38% in the survey, meaning that the majority of workers lack perceived opportunities for advancement. All these factors directly and indirectly relate to customer service performance and organizational culture. However, for people to be more engaged, organizations should consider providing rich career development opportunities, positive mentoring and training, and activities that enrich fulfilling one’s career development paths.
**_Recognition and Development_**
Integrated recognition is critical in boosting employee morale and encouraging them to remain with the organization. Azizi et al. (2025) note that well-designed and implemented recognition programs contribute to organizational culture while encouraging workers to perform at their best. However, survey results suggest that recognition effectiveness is at 35 %, while the development participation rate has increased only up to 25%. Further, the merit-based reward satisfaction is 46%, which shows that employees have realized disparity regarding performance-based rewards.
### **Reality—Current State**
When examining the degree of the current state, key problems in leadership, employees' engagement, and their recognition can be identified.
**_Leadership Analysis_**
According to Mabrouk (2025), the following are the leadership challenges that have negative impacts on organizational performance. The overall level of employee management trust with the leaders critically remains at a deplorable 24%, which is not conducive to developing a good working culture. Further, communication effectiveness is scored at 36%, which shows that the employees do not feel included in strategic planning or feel that the management is very transparent with its decisions. I infer that when there are no proper communication procedures in place, then it becomes very difficult for the employees to appreciate and perhaps compel the organization's goals and standards. Thus, the organization needs to build structured communication channels, trust instituting activities, and open all-level access to the company’s leadership.
**_Engagement Assessment_**
Employee engagement is an important concept for organizations in terms of employee productivity and attitude management. The current engagement rate is 35%, and Farndale et al. (2025) noted that this rate could not sustain the engagement needed for retention. The respondents were asked to select from a list of factors why they may be disengaged; 38% identified that there are few opportunities for career progression. In addition, 43% of the employees have reported having security issues, making them have low job security confidence. Issues related to engagement involve career advancement opportunities, security opportunities, and employee involvement or interaction plans.
**_Recognition System Review_**
Motivation and job satisfaction depend on an efficient recognition system at the workplace. Kumar et al. (2025) point out that only 35% of employees find the current recognition framework effective, which erodes morale. Further, there is low participation in development at a meager 25%, an indication of little to no access to learning. Further, the reward system is perceived as being arbitrary, meaning merit-based reward satisfaction stands at 46%. To address these problems, the organization should escalate the use of performance-based incentives and promote professional development and recognition programs and procedures that are in tandem with the performance levels of the employees.
### **Desired Future State—Where Would You Like to Be?**
The leadership, engagement, and recognition targets have been based on the following two-year plan:
**_Leadership Development Goals_**
In line with Yaseen et al. (2025), it is therefore imperative that organizational concentration be made on leadership reforms to enhance trust and communication. If the trust level rises to 34%, the employees will trust the management. Moreover, increasing the effectiveness of organizational communication to 46 percent will enable the organization to display transparency while making decisions. Increasing distinct leadership support systems to 45 % satisfaction will assist in setting up a more neutral managerial relationship. These measures will create a culture of leadership engagement, which will lead to accountability.
**_Engagement Enhancement Targets._**
According to Kumari et al. (2025), boosting job satisfaction by 45% will greatly improve the morale of the employees. Promotion and other career development-related measures should be increased to 48% and must create the perception of the employees about career advancement. Security perception must enhance to the level of 53%, reducing the level of uncertainty on the job. Mentorship programs, clear career ladders, and security policies with an intensive focus on the employee's health will create an enriched workplace.
**_Recognition System Objectives_**
Azizi et al. (2025) have suggested more structure in the recognition in order to increase motivation. Recognition effectiveness must be increased to 45% so that the employees have a sense that they are valued. Increasing development participation to 35% will afford the needed learning and development opportunities. Reward satisfaction can be raised to 41 percent, ensuring that the reward system is in tune with behaviors and outcomes. The choosing and executing of an open and engaging recognition program for employees will enhance their loyalty and organizational tenure.
### **Identified Gaps—Obstacles**
1. Leaders and employees are not trustworthy and do not communicate with one another (Mabrouk, 2025).
2. Originally, employees ran low morale and low satisfaction levels stemming from poor career progress (Farndale et al., 2025).
3. Lack of proper means of rewarding work linkage leads to disengagement (Kumar et al., 2025).
**Goal Revision**
1. Improve leadership communication to enhance trust, as shown by Yaseen et al. (2025).
2. Establish formal career development frameworks to enhance the two, according to Kumari et al. (2025).
3. Rewrite the culture of recognition procedures focused on performance objective incentives (Azizi et al., 2025).
### **A Way Forward—Action**
The systematic creation of leadership training is paramount in guiding the effort toward making the organization more reliable and open to shareholders. Yaseen et al. (2025) note how structured leadership development programs boost organizational relational communication, considering the opinions and feelings of other workers. Improving the communication tools with the leadership will enhance the total engagement of top officials.
These practices will increase employee engagement by providing effective career-enhancing solutions to the problem. According to work by Kumari et al. (2025), the role of the mentorship program is to ensure that there is a fit between the employees' perceptions and the organizational objectives, hence enhancing staff satisfaction and productivity and reducing staff turnover rate.
Rewarding a confirmed structure for finding and recognizing employees with clear criteria of what tangible rewards are available for recognition is going to improve motivation. According to Azizi et al. (2025), the practice of linking rewards with performance promotes appreciation and motivates employees to work harder. The mentioned approaches can, therefore, be effective for the organization to achieve and maintain a high level of organizational performance determined by employees’ health and career development.
With the help of these strategies, the organization can provide and develop a more structural and efficient climate within the company.
## **References**
Azizi, N. U., Khan, A., Hussain, A. K., & Javed, K. (2025). Human Resource Management (HRM) and Corporate Social Responsibility (CSR): Integrating Social Goals with Employee Engagement.
_Journal for Social Science Archives_,
_3_(1), 142-158.http://jssarchives.com/index.php/Journal/article/view/105
Banu, S. R., Thulasi, V. V. Y. R., Biswas, R., Rai, S. K., Rana, P., & Sasikala, P. (2025). Role of Human Resource Management In Improvement of Employee Performance. In
_Recent Trends In Engineering and Science for Resource Optimization and Sustainable Development_ (pp. 333-337). CRC Press.https://www.taylorfrancis.com/chapters/edit/10.1201/9781003596721-72/role-human-resource-management-improvement-employee-performance-shaik-rehana-banu-vvyr-thulasi-rita-biswas-shailendra-kumar-rai-priyanka-rana-sasikala
Farndale, E., Horak, S., Piyanontalee, R., Puffer, S. M., & Vidović, M. (2025). Looking back to look forward: Disruption, innovation and future trends in international human resource management.
_International Business Review_,
_34_(1), 102362.https://www.sciencedirect.com/science/article/pii/S0969593124001094
Kumar, S. S., Ku, B., Sen, R., Kumar, M., & Lata, R. (2025). Exploring the Impact of Communicative Leadership on Employee Engagement: The Mediated Moderated Effect of Employee Perceptions of Communication and Leaders' Intention to use ChatGPT.
_Journal of Ecohumanism_,
_4_(1), 86-105.https://ecohumanism.co.uk/joe/ecohumanism/article/view/4086
Kumari, S., Shukla, B., & Mishra, P. (2025). Hybrid workplace, work engagement, performance and happiness: A model for optimizing productivity.
_Multidisciplinary Reviews_,
_8_(1), 2025012-2025012.https://malque.pub/ojs/index.php/mr/article/view/5268
Mabrouk, A. (2025). Human Resouce Management in the Age of Artificial Intelligence: Concepts Tools and Steps.
_Solo International Collaboration and Publication of Social Sciences and Humanities_,
_3_(01), 1-12.http://journal.walideminstitute.com/index.php/sicopus/article/view/216
Patel, R., Peko, G., & Sundaram, D. (2025). Artificial Intelligence in the Workplace a Paradox: Contributor to Loneliness and Enhancer of Organisational and Employee Health.https://scholarspace.manoa.hawaii.edu/items/eb63a803-ddaa-4c29-9378-4e95e9492223
Yaseen, U., Idrees, R. N., Shakil, M. H., Haider, S. Z., & Khalil, J. (2025). Influence of academic leadership on organizational commitment of faculty members in private sector universities: mediating role of work engagement.
_Quality Assurance in Education_,
_33_(1), 17-30.https://www.emerald.com/insight/content/doi/10.1108/QAE-04-2024-0072/full/html
Yoo, S., Kumagai, J., Coulibaly, T. Y., & Managi, S. (2025). Postmaterial values contribute to and alleviate global well-being disparities: Evidence from Gallup world poll data.
_Cities_,
_156_, 105510.https://www.sciencedirect.com/science/article/pii/S0264275124007248
| | | |
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## image1.png
**## lpo.docx**
Lpo
First, you will need to review the employee engagement survey assessment that you completed in Module Two by implementing the grow, reality, obstacles, and way forward (GROW) model. Based on the findings, you will visualize and discuss what you plan to include in your adaptive leadership toolkit.
Think from the aspect of the tools found in a toolbox in many homes, such as a hammer, wrenches, pliers, saws, and screwdrivers. A single tool does not work in all situations. If you use a wrench to drive a nail instead of using a hammer, it might work. But it won't work as well as a hammer.
Now consider things from the perspective of leadership skills and behaviors. For adaptive leadership to be effective, it is imperative that leaders use different tools in different situations. Equally important is developing a metric, a means by which the desired behavior can be periodically assessed. The measure you set determines the behavior you get, so effective leaders first determine the desired behavior, and then develop a metric to periodically assess progress.
In Module Three, you will post your initial response, while in Module Four, you will assess other learners' posts and provide them with your input. This allows you additional time to make your initial post strong, robust, and well supported. For your initial post, you should consider the following questions:
· What leadership behaviors are needed to improve the work environment, determined via your assessment of the employee engagement survey?
· What leadership skills would you recommend including in your organizational leader's toolkit to develop the identified leadership behaviors?
· How will improvements in the recommended leadership skills and behaviors improve organizational performance?
**## Template.docx**
### **Identified Trends**
The exploration of disparities in respondents' ratings shows strong trends and the interaction of effects on various levels within the organization. To mitigate these gaps and in the interest of organizational well-being and performance, as noted by Yoo et al. (2025), it is important to understand these trends.
**_Critical Performance Decline Patterns:_**
The data shows three major concerning trends over the past four years:
· Satisfied rate on the job has reduced by 8 %, going down from 65.6 % to 57.6 %
· The reward and recognition metrics have shown a decrease of 7.25 % from 44.75% to 37.5%.
· The level of training and development participation has declined to 25 percent from 33 percent within the last two years.
**_Leadership Communication and Employee Engagement:_**
· They also acknowledge that low job satisfaction (35%) is directly associated with worse performance in customer service key performance indicators.
· They have established that leadership trust issues (24%) most influence overall working employee engagement.
· The outcomes of the recognition challenges reveal a strong link to the indicators preliminary to retention risk.
However, some regions remain relatively steady in their dynamics. As supported by Banu et al. (2025), the following metrics show resilience:
· Customer orientation is maintained at a very high level (between 90 and 91 percent).
· Strategy understanding in the companies keeps fluctuation at a low level (71-74%).
· Working conditions are somewhat worse but also do not differ dramatically (61 – 63% average).
### **Employee Survey Results Data**
An employee opinion survey helps identify several trends across various years that would give useful information on the degree of employee engagement and satisfaction. According to Patel et al. (2025), structured data analysis enhances the chance of recognizing areas of concern in organizations.
A temporal analysis using data from four different years demonstrates changes in employee attitude with respect to job satisfaction and recognition. Client/customer relations stand very high at 90%, and employees' understanding of the company strategy is even higher, standing at 71.67%, while general job satisfaction stands at a low 57.6%. A stability rate of working conditions is perceived at 61.07%, while reward and recognition standards are seen to decline and sit at a poor 37.5%. Such results suggest that more focused efforts are needed in the following four areas: leadership communication, employee recognition, and overall constructive employee engagement programs. The ignorance of these areas will be critical in the improvement of the overall health and performance of the organization.
### **Focus Areas**
Survey analysis highlights three key focus areas requiring immediate attention:
**_Leadership Trust and Communication_**
Organizational commitment can be effectively promoted through leadership trust. According to Yaseen et al. (2025), the lack of trust in the leaders results in low participation as well as performance among employees. Such current data show that trust in leadership is at an alarming low of 24%, which is a huge danger to workplace motivation. Incoordination is also a significant problem: the rate of communication effectiveness is 36%. Organizational culture: As per the findings, the main concerns that employees face as to goal clarity and decision-making are anti-employee engagement and motivation. These issues call for the adoption of overarching leadership that is communicating and oriented to ensure that all people in the organization regain the confidence of employers.
**_The Key Drivers of Employee Engagement and Satisfaction_**
Employee engagement is a big determinant of productivity and organizational success. Kumari et al. (2025) posit that when engagement rates are higher, their performance and retention rates are also higher. That said, current engagement is still very low, with job satisfaction pegged at a measly 35%. Besides, career growth perception stands at 38% in the survey, meaning that the majority of workers lack perceived opportunities for advancement. All these factors directly and indirectly relate to customer service performance and organizational culture. However, for people to be more engaged, organizations should consider providing rich career development opportunities, positive mentoring and training, and activities that enrich fulfilling one’s career development paths.
**_Recognition and Development_**
Integrated recognition is critical in boosting employee morale and encouraging them to remain with the organization. Azizi et al. (2025) note that well-designed and implemented recognition programs contribute to organizational culture while encouraging workers to perform at their best. However, survey results suggest that recognition effectiveness is at 35 %, while the development participation rate has increased only up to 25%. Further, the merit-based reward satisfaction is 46%, which shows that employees have realized disparity regarding performance-based rewards.
### **Reality—Current State**
When examining the degree of the current state, key problems in leadership, employees' engagement, and their recognition can be identified.
**_Leadership Analysis_**
According to Mabrouk (2025), the following are the leadership challenges that have negative impacts on organizational performance. The overall level of employee management trust with the leaders critically remains at a deplorable 24%, which is not conducive to developing a good working culture. Further, communication effectiveness is scored at 36%, which shows that the employees do not feel included in strategic planning or feel that the management is very transparent with its decisions. I infer that when there are no proper communication procedures in place, then it becomes very difficult for the employees to appreciate and perhaps compel the organization's goals and standards. Thus, the organization needs to build structured communication channels, trust instituting activities, and open all-level access to the company’s leadership.
**_Engagement Assessment_**
Employee engagement is an important concept for organizations in terms of employee productivity and attitude management. The current engagement rate is 35%, and Farndale et al. (2025) noted that this rate could not sustain the engagement needed for retention. The respondents were asked to select from a list of factors why they may be disengaged; 38% identified that there are few opportunities for career progression. In addition, 43% of the employees have reported having security issues, making them have low job security confidence. Issues related to engagement involve career advancement opportunities, security opportunities, and employee involvement or interaction plans.
**_Recognition System Review_**
Motivation and job satisfaction depend on an efficient recognition system at the workplace. Kumar et al. (2025) point out that only 35% of employees find the current recognition framework effective, which erodes morale. Further, there is low participation in development at a meager 25%, an indication of little to no access to learning. Further, the reward system is perceived as being arbitrary, meaning merit-based reward satisfaction stands at 46%. To address these problems, the organization should escalate the use of performance-based incentives and promote professional development and recognition programs and procedures that are in tandem with the performance levels of the employees.
### **Desired Future State—Where Would You Like to Be?**
The leadership, engagement, and recognition targets have been based on the following two-year plan:
**_Leadership Development Goals_**
In line with Yaseen et al. (2025), it is therefore imperative that organizational concentration be made on leadership reforms to enhance trust and communication. If the trust level rises to 34%, the employees will trust the management. Moreover, increasing the effectiveness of organizational communication to 46 percent will enable the organization to display transparency while making decisions. Increasing distinct leadership support systems to 45 % satisfaction will assist in setting up a more neutral managerial relationship. These measures will create a culture of leadership engagement, which will lead to accountability.
**_Engagement Enhancement Targets._**
According to Kumari et al. (2025), boosting job satisfaction by 45% will greatly improve the morale of the employees. Promotion and other career development-related measures should be increased to 48% and must create the perception of the employees about career advancement. Security perception must enhance to the level of 53%, reducing the level of uncertainty on the job. Mentorship programs, clear career ladders, and security policies with an intensive focus on the employee's health will create an enriched workplace.
**_Recognition System Objectives_**
Azizi et al. (2025) have suggested more structure in the recognition in order to increase motivation. Recognition effectiveness must be increased to 45% so that the employees have a sense that they are valued. Increasing development participation to 35% will afford the needed learning and development opportunities. Reward satisfaction can be raised to 41 percent, ensuring that the reward system is in tune with behaviors and outcomes. The choosing and executing of an open and engaging recognition program for employees will enhance their loyalty and organizational tenure.
### **Identified Gaps—Obstacles**
1. Leaders and employees are not trustworthy and do not communicate with one another (Mabrouk, 2025).
2. Originally, employees ran low morale and low satisfaction levels stemming from poor career progress (Farndale et al., 2025).
3. Lack of proper means of rewarding work linkage leads to disengagement (Kumar et al., 2025).
**Goal Revision**
1. Improve leadership communication to enhance trust, as shown by Yaseen et al. (2025).
2. Establish formal career development frameworks to enhance the two, according to Kumari et al. (2025).
3. Rewrite the culture of recognition procedures focused on performance objective incentives (Azizi et al., 2025).
### **A Way Forward—Action**
The systematic creation of leadership training is paramount in guiding the effort toward making the organization more reliable and open to shareholders. Yaseen et al. (2025) note how structured leadership development programs boost organizational relational communication, considering the opinions and feelings of other workers. Improving the communication tools with the leadership will enhance the total engagement of top officials.
These practices will increase employee engagement by providing effective career-enhancing solutions to the problem. According to work by Kumari et al. (2025), the role of the mentorship program is to ensure that there is a fit between the employees' perceptions and the organizational objectives, hence enhancing staff satisfaction and productivity and reducing staff turnover rate.
Rewarding a confirmed structure for finding and recognizing employees with clear criteria of what tangible rewards are available for recognition is going to improve motivation. According to Azizi et al. (2025), the practice of linking rewards with performance promotes appreciation and motivates employees to work harder. The mentioned approaches can, therefore, be effective for the organization to achieve and maintain a high level of organizational performance determined by employees’ health and career development.
With the help of these strategies, the organization can provide and develop a more structural and efficient climate within the company.
## **References**
Azizi, N. U., Khan, A., Hussain, A. K., & Javed, K. (2025). Human Resource Management (HRM) and Corporate Social Responsibility (CSR): Integrating Social Goals with Employee Engagement.
_Journal for Social Science Archives_,
_3_(1), 142-158.http://jssarchives.com/index.php/Journal/article/view/105
Banu, S. R., Thulasi, V. V. Y. R., Biswas, R., Rai, S. K., Rana, P., & Sasikala, P. (2025). Role of Human Resource Management In Improvement of Employee Performance. In
_Recent Trends In Engineering and Science for Resource Optimization and Sustainable Development_ (pp. 333-337). CRC Press.https://www.taylorfrancis.com/chapters/edit/10.1201/9781003596721-72/role-human-resource-management-improvement-employee-performance-shaik-rehana-banu-vvyr-thulasi-rita-biswas-shailendra-kumar-rai-priyanka-rana-sasikala
Farndale, E., Horak, S., Piyanontalee, R., Puffer, S. M., & Vidović, M. (2025). Looking back to look forward: Disruption, innovation and future trends in international human resource management.
_International Business Review_,
_34_(1), 102362.https://www.sciencedirect.com/science/article/pii/S0969593124001094
Kumar, S. S., Ku, B., Sen, R., Kumar, M., & Lata, R. (2025). Exploring the Impact of Communicative Leadership on Employee Engagement: The Mediated Moderated Effect of Employee Perceptions of Communication and Leaders' Intention to use ChatGPT.
_Journal of Ecohumanism_,
_4_(1), 86-105.https://ecohumanism.co.uk/joe/ecohumanism/article/view/4086
Kumari, S., Shukla, B., & Mishra, P. (2025). Hybrid workplace, work engagement, performance and happiness: A model for optimizing productivity.
_Multidisciplinary Reviews_,
_8_(1), 2025012-2025012.https://malque.pub/ojs/index.php/mr/article/view/5268
Mabrouk, A. (2025). Human Resouce Management in the Age of Artificial Intelligence: Concepts Tools and Steps.
_Solo International Collaboration and Publication of Social Sciences and Humanities_,
_3_(01), 1-12.http://journal.walideminstitute.com/index.php/sicopus/article/view/216
Patel, R., Peko, G., & Sundaram, D. (2025). Artificial Intelligence in the Workplace a Paradox: Contributor to Loneliness and Enhancer of Organisational and Employee Health.https://scholarspace.manoa.hawaii.edu/items/eb63a803-ddaa-4c29-9378-4e95e9492223
Yaseen, U., Idrees, R. N., Shakil, M. H., Haider, S. Z., & Khalil, J. (2025). Influence of academic leadership on organizational commitment of faculty members in private sector universities: mediating role of work engagement.
_Quality Assurance in Education_,
_33_(1), 17-30.https://www.emerald.com/insight/content/doi/10.1108/QAE-04-2024-0072/full/html
Yoo, S., Kumagai, J., Coulibaly, T. Y., & Managi, S. (2025). Postmaterial values contribute to and alleviate global well-being disparities: Evidence from Gallup world poll data.
_Cities_,
_156_, 105510.https://www.sciencedirect.com/science/article/pii/S0264275124007248
| | | |
| — | — | — |
| | | |
## image1.png