the way to increase the employee engagement to the company

Positive emotions. Research shows that in addition to resources, positive emotions can also explain the connection between work engagement and performance. Drawing on experience from broadening and constructing theories (Frederickson, 2001), emotions expand the individual’s “momentary thinking action schedule”, which in turn helps to build his or her lasting personal resources and induce a sense of emotional well-being (Bakker and Demerouti, 2008; Frederickson, 2001). In other words, certain positive emotions can expand one’s attention, cognition and action, which may stimulate resource accumulation (Fredrickson, 2001) and improve physical and mental health. Multiple studies have found evidence that supports the theory of widening and construction. For example, Frederickson and Branigan (2005) found in their sample of 104 universities that students who experienced positive emotions showed a wider range of attention and more “thought and action” impulses than those without emotion. Similarly, Frederickson and Losada (2005) reported that having experienced positive emotions showed extensive inquiries (such as asking questions) to encourage colleagues in business meetings. In addition, Langelaan, Bakker, van Doornen, Wilmar and Schaufeli (2006) interview 572 Dutch employees believe that work engagement is related to high extroversion and low neuroticism, each of which is closely related to positive and negative effects.

Many organizations consider leadership development processes that are shelved due to high costs as difficult to manage, or because they assume that leaders are currently too busy responding to changes to develop. Studies have shown that leadership directly affects engagement, especially by building trust, ensuring support and establishing psychological safety. Leaders in Covid-19 are more important than ever and build their ability to navigate these challenges. This not only ensures that they lead others effectively, but also enhances their own level of participation. Leadership development does not have to be face to face. Consider development activities, such as one-on-one or group coaching, rather than formal learning.