Trust in employee-manager relationships at Company X : building trust and genuine connections with Brene Brown’s model of Dare to Lead
Kilpinen, Roosa (2023)
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2023120835528
https://urn.fi/URN:NBN:fi:amk-2023120835528
Tiivistelmä
This thesis explores the dynamics of trust and genuine connections between employees and managers at the commissioning organization, an innovative talent attraction technology company. They saw a possible opportunity to discover what type of employee-manager relationships they have within the company and whether there might be a connection between those relationships and employee engagement and commitment.
The inspiration for this thesis comes from the leadership model of Dare to Lead created by Brene Brown. It represents building trust and genuine connections vital in employee-manager relationships in order to have effective and succeeding organizations. The author studied this newer-era leadership style and used it as a foundation for the research and recommendations.
The research was done in two parts, one being an anonymous survey to discover the general state of satisfaction with manager relationships and the possible connection between the relationships and employee engagement and commitment. The second part was interviewing employees to get a deeper understanding of their manager experiences and potential areas to improve.
The research provided a comprehensive overview of the company's current state of employee-manager relationship dynamics. Experiences varied from fully trusting relationships with their manager to having almost a non-existent relationship. As expected, a connection was found between the relationships and employees’ engagement and commitment. Target areas for development were defined based on the research. Recommendations on how to enhance the relationships were created by using Brown’s model of Daring Leadership.
The inspiration for this thesis comes from the leadership model of Dare to Lead created by Brene Brown. It represents building trust and genuine connections vital in employee-manager relationships in order to have effective and succeeding organizations. The author studied this newer-era leadership style and used it as a foundation for the research and recommendations.
The research was done in two parts, one being an anonymous survey to discover the general state of satisfaction with manager relationships and the possible connection between the relationships and employee engagement and commitment. The second part was interviewing employees to get a deeper understanding of their manager experiences and potential areas to improve.
The research provided a comprehensive overview of the company's current state of employee-manager relationship dynamics. Experiences varied from fully trusting relationships with their manager to having almost a non-existent relationship. As expected, a connection was found between the relationships and employees’ engagement and commitment. Target areas for development were defined based on the research. Recommendations on how to enhance the relationships were created by using Brown’s model of Daring Leadership.