SPARKING LEADERSHIP FOR ENGAGED EMPLOYEES AND PASSIONATE ORGANIZATIONS – SPARKING LEADERSHIP SCALE (SLS) DEVELOPMENT AND VALIDATION

Abstract

Purpose- Today the challenge facing the leaders is not how to engage employees; it is how to keep the fires of passion burning. Nevertheless most studies neither link the two constructs nor explain how the leaders may make an influence on the disengaged employees to turn them into a passionate workforce. The aim of this paper is to shed light on how sparking leaders ignite passion into the disengaged employees and translate them into a passionate workforce.

Methodology- There are no empirically validated measures to assess sparking leadership. This paper introduces a theoretical framework for sparking leadership and develops a scale “Sparking Leadership Scale (SLS)” to measure it.

Findings- The proposed model on sparking leaders, unengaged employees and passionate organizations relationship provides a conceptual framework in an area where little prior research that relies on anecdotal evidence has been done

Conclusion- This conceptual model which is based on insights from the previous research and the propositions emerging from it imply a rich agenda for future research.

Keywords

• Sparking leadership,engagement at work,disengaged employees,passion at work,passionate organizations

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