A iku, Sulaiman Olusegun; I embu-Naunyango, K is o ine Aili; Oladejo, Olu emi
Michael
A icle
Inclusi e leade ship and employee engagemen as c i ical
d i e s o sus ainabili y in elecommunica ion companies
Adminis a i e Sciences
P o ided in Coope a ion wi h:
MDPI – Mul idisciplina y Digi al Publishing Ins i u e, Basel
Sugges ed Ci a ion: A iku, Sulaiman Olusegun; I embu-Naunyango, K is o ine Aili; Oladejo, Olu emi
Michael (2024) : Inclusi e leade ship and employee engagemen as c i ical d i e s o sus ainabili y
in elecommunica ion companies, Adminis a i e Sciences, ISSN 2076-3387, MDPI, Basel, Vol. 14,
Iss. 6, pp. 1-14,
h ps://doi.o g/10.3390/admsci14060126
This Ve sion is a ailable a :
h ps://hdl.handle.ne /10419/320943
S anda d-Nu zungsbedingungen:
Die Dokumen e au EconS o dü en zu eigenen wissenscha lichen
Zwecken und zum P i a geb auch gespeiche und kopie we den.
Sie dü en die Dokumen e nich ü ö en liche ode komme zielle
Zwecke e iel äl igen, ö en lich auss ellen, ö en lich zugänglich
machen, e eiben ode ande wei ig nu zen.
So e n die Ve asse die Dokumen e un e Open-Con en -Lizenzen
(insbesonde e CC-Lizenzen) zu Ve ügung ges ell haben soll en,
gel en abweichend on diesen Nu zungsbedingungen die in de do
genann en Lizenz gewäh en Nu zungs ech e.
Te ms o use:
Documen s in EconS o may be sa ed and copied o you pe sonal
and schola ly pu poses.
You a e no o copy documen s o public o comme cial pu poses, o
exhibi he documen s publicly, o make hem publicly a ailable on he
in e ne , o o dis ibu e o o he wise use he documen s in public.
I he documen s ha e been made a ailable unde an Open Con en
Licence (especially C ea i e Commons Licences), you may exe cise
u he usage igh s as speci ied in he indica ed licence.
h ps://c ea i ecommons.o g/licenses/by/4.0/
Ci a ion: A iku, Sulaiman Olusegun,
K is o ine Aili I embu-Naunyango,
and Olu emi Michael Oladejo. 2024.
Inclusi e Leade ship and Employee
Engagemen as C i ical D i e s o
Sus ainabili y in Telecommunica ion
Companies. Adminis a i e Sciences 14:
126. h ps://doi.o g/10.3390/
admsci14060126
Recei ed: 1 May 2024
Re ised: 6 June 2024
Accep ed: 11 June 2024
Published: 16 June 2024
Copy igh : © 2024 by he au ho s.
Licensee MDPI, Basel, Swi ze land.
This a icle is an open access a icle
dis ibu ed unde he e ms and
condi ions o he C ea i e Commons
A ibu ion (CC BY) license (h ps://
c ea i ecommons.o g/licenses/by/
4.0/).
adminis a i e
sciences
A icle
Inclusi e Leade ship and Employee Engagemen as C i ical
D i e s o Sus ainabili y in Telecommunica ion Companies
Sulaiman Olusegun A iku 1,2,* , K is o ine Aili I embu-Naunyango 1and Olu emi Michael Oladejo 3
1Ha old Pupkewi z G adua e School o Business, Namibia Uni e si y o Science and Technology,
Windhoek 13388, Namibia
2Depa men o Economic and Business Sciences, Wal e Sisulu Uni e si y, M ha ha 5100, Sou h A ica
3Depa men o Managemen S udies, Uni e si y o KwaZulu-Na al, Du ban 4041, Sou h A ica
*Co espondence: [email p o ec ed]
Abs ac : The e has been a g owing conce n abou he in luence o inclusi e leade ship on employee
engagemen in he elecommunica ions indus y. The elecommunica ions indus y is unde going
apid echnological ad ancemen s, leading o inc eased compe i ion and p essu e on employees.
C ea ing an inclusi e wo kplace in such a dynamic en i onmen is essen ial o a ac ing and e ain-
ing alen ed p o essionals and d i ing eco-inno a ion o sus ainable de elopmen in Indus y 4.0.
Despi e he impo ance o inclusi e leade ship, he e is dea h o s udies explo ing he in luence
o inclusi e leade ship on employee engagemen in he elecommunica ions indus y. Hence, his
s udy sough o examine he in luence o inclusi e leade ship on employee engagemen in selec ed
elecommunica ion companies in Namibia. A quali a i e app oach was adop ed, whe e ace- o- ace
in e iews we e conduc ed using a semi-s uc u ed in e iew guide. The pa icipan s (
22 execu i es
)
we e selec ed o in e iews om wo elecommunica ion companies in Namibia using a pu posi e
sampling me hod. Da a collec ion in ol ed eco ding and ansc ibing pa icipan in e iews using
Mic oso Wo d. Thema ic analysis was conduc ed using NVi o 20 so wa e. Resul s show he
impo ance o empa hy and non-hie a chical leade ship beha iou as he mos c i ical ac o in lu-
encing eam engagemen and disc e iona y e o in he elecommunica ions indus y in Namibia.
Meanwhile, clea ca ee ad ancemen pa hways, wo k au onomy, c oss-depa men al collabo a ion,
and supe iso y suppo a e majo con ibu o s o employee engagemen o inno a i e pe o mance
and sus ainabili y in he elecommunica ions indus y.
Keywo ds: employee engagemen ; equi y; di e si y; inclusion; inclusi e leade ship; elecommunica ions
indus y
1. In oduc ion
In ecen imes, employee engagemen has eme ged as a c i ical ac o o o ganisa-
ional success, especially in he apidly e ol ing elecommunica ions indus y. Employees
a e ecognised as he co ne s one o an o ganisa ion’s alue, and hei engagemen is
essen ial o achie ing o ganisa ional goals (A iku and Van Wyk 2024). In he elecommuni-
ca ions indus y, he ecen signi ican changes due o echnological ad ancemen s ha e
inc eased compe i ion. Hence, employee engagemen is a c i ical ac o in he success and
sus ainabili y o elecommunica ion companies (Chen and Tang 2018). Engaged employees
a e mo i a ed, commi ed, and ac i ely con ibu e o achie ing business objec i es. How-
e e , one o he key d i e s o employee engagemen is inclusi e leade ship, which is he
abili y o leade s o c ea e an en i onmen whe e all employees eel alued, espec ed, and
included in decision-making p ocesses (Blomme e al. 2015).
Leade ship plays a pi o al ole in o ganisa ional unc ionali ies, such as o ganisa ional
cul u e, employee engagemen , and inno a i e pe o mance (Choi e al. 2015;Ganiyu and
Oladejo 2022). Hence, inclusi e leade ship d i es employee engagemen . This leade ship
Adm. Sci. 2024,14, 126. h ps://doi.o g/10.3390/admsci14060126 h ps://www.mdpi.com/jou nal/admsci
Adm. Sci. 2024,14, 126 2 o 14
s yle c ea es a sense o belonging among employees, esul ing in highe engagemen le els
and imp o ed p oduc i i y and sus ainabili y. I enhances di e se pe spec i es and ensu es
collabo a ion, leading o inno a i e p oblem-sol ing and be e decision-making (Syed
and Ozbilgin 2019). In he same ein, inclusi e leade s empowe employees o con ibu e
ideas and opinions eely, c ea ing a psychologically sa e and inclusi e en i onmen whe e
e e yone eels impo an and in ol ed. This leade ship s a egy d i es employee engage-
men , as employees a e mo i a ed o go he ex a mile o con ibu e o he o ganisa ion’s
success (Bao e al. 2021).
Despi e he widesp ead ecogni ion o he impo ance o inclusion leade ship and
employee engagemen in o ganisa ions, his c i ical aspec is o en o e looked in he
elecommunica ions indus y. Repo s om one o he elecommunica ion companies
in Namibia e eal a conce ning pa e n o high absen eeism, poo communica ion, and
lack o employee in ol emen and suppo , leading o a c i ical challenge in achie ing
p oduc i i y and sus ainabili y. This challenge equi es a ans o ma i e app oach ha
p io i ises inclusi e leade ship ha b ings abou a high le el o employee pe o mance,
os e ing cus ome sa is ac ion and sus ainabili y.
Fu he mo e, he e is a signi ican lack o schola ly wo k on hese issues speci i-
cally wi hin he elecommunica ions indus y in Namibia. This no able de ici in he
li e a u e hinde s a comp ehensi e unde s anding o he dimensions o inclusi e leade -
ship and how i enhances employee a i udes, loyal y, commi men , and o ganisa ional
sus ainabili y. Conside ing his gap, he p esen s udy aimed o in es iga e he in lu-
ence o inclusi e leade ship and employee engagemen on sus ainabili y in he Namibian
elecommunica ions indus y.
2. Li e a u e Re iew
This sec ion ocuses on he e iew o schola ly wo ks ela ed o he in luence o
inclusi e leade ship on employee engagemen ha ensu es o ganisa ional sus ainabili y.
Inclusi e leade ship and employee engagemen ha e become c i ical opics in he ield
o leade ship and o ganisa ional beha iou al e ec i eness. In oday’s highly compe i i e
business en i onmen , o ganisa ions a e cons an ly looking o ways o imp o e hei
inno a i e pe o mance and ensu e sus ainabili y o gain a compe i i e ad an age o e
o he s. Inclusi e leade ship and employee engagemen ha e been iden i ied as wo pi o al
keys o a sus ainable compe i i e ad an age.
2.1. Inclusi e Leade ship
Inclusi e leade ship is a leade ship s yle ha is used by leade s o add ess he emo-
ional and psychological needs o hei employees (Nguyen e al. 2024). I is conside ed a
s a egic app oach ha cul i a es an inclusi e en i onmen whe e all employees, ega dless
o age, sex, ace, o gende , eel alued and espec ed. This p ac ice has been p o en o ha e
a posi i e in luence on employee engagemen in a ious indus ies. Fu he mo e, i p o-
mo es di e si y and encou ages he pa icipa ion o all employees. Also, i c ea es a sense o
psychological sa e y, whe e employees eel com o able sha ing hei ideas, opinions, and
conce ns wi hou ea o judgmen o e ibu ion (Nishii 2013). This os e s a cul u e o open
communica ion and collabo a ion, which signi ican ly impac s employees’ engagemen .
In he wo kplace, inclusi e leade s p omo e ai ness and equali y, which has been
linked o highe le els o engagemen . Mo e impo an ly, inclusi e leade s ope a e an
open-doo policy, ake a non-judgmen al a i ude, and apply an empa he ic app oach
o lis ening o and conside ing di e se pe spec i es. When hey do so, employees eel
sa e o exp ess hemsel es eely wi hou ea o disc imina ion o exclusion (Bass 2019).
In addi ion, inclusi e leade s ecognise and u ilise he unique s eng hs and abili ies o
employees o achie e o ganisa ional goals. This enhances a cul u e o us and mu ual
espec , esul ing in highe le els o employee engagemen and e ec i e decision-making
(Chen e al. 2020).
Adm. Sci. 2024,14, 126 3 o 14
Acco ding o Sho e and Chung (2022), inclusi e leade ship is a complex concep ha
is based on h ee majo dimensions: openness, accessibili y, and a ailabili y. Openness
has become a i al componen o s ong inclusi i y and wo k engagemen in oday’s
di e se and dynamic wo ld. I en ails he leade ’s eadiness and p o iciency in being
anspa en , app oachable, and open o di e se iewpoin s, concep s, and inpu s om hei
eam (Ma oko da os 2015). This openness is essen ial in ensu ing a cul u e o con inuous
p og ess. A leade who alues inclusi i y welcomes eedback and sees i as a aluable
chance o pe sonal and p o essional g ow h (Anane-Simon and A iku 2023).
In e ms o accessibili y, inclusi e leade s p io i ise hei app oachabili y and a ail-
abili y, c ea ing a suppo i e en i onmen whe e indi iduals eel com o able sha ing hei
hough s and conce ns. By being accessible, leade s acili a e he de elopmen o an inclu-
si e and welcoming wo k cul u e (Je emiah e al. 2023;Ca meli e al. 2010). This p omo es
us and anspa ency be ween leade s and eam membe s, os e ing collabo a ion and
p oduc i i y. Fu he mo e, accessibili y encompasses bo h physical and emo ional p esence.
In addi ion o being physically p esen , an inclusi e leade is emo ionally a ailable o hei
eam, o e ing guidance, suppo , and a lis ening ea when needed. Mo eo e , in oday’s
digi al e a, accessibili y also ex ends o a ious communica ion channels such as email,
messaging pla o ms, and ideo con e encing. Wi h emo e wo k becoming p e alen ,
leade s mus be accessible h ough hese means o ensu e all eam membe s, ega dless o
hei loca ion, eel connec ed and included.
The a ailabili y dimension o inclusi e leade ship sugges s he need o inclusi e
leade s o ac i ely engage hei employees and display a genuine in e es in hei well-being
(Sho e and Chung 2022). Also, being p esen and in ol ed in he day- o-day ope a ions,
allows hem o unde s and and add ess any challenges o obs acles aced by he eam.
This hands-on app oach p omo es eamwo k and p oblem-sol ing wi hin he eam. Addi-
ionally, an a ailable leade is open o eedback and sugges ions, ecognising ha no one
is he epi ome o knowledge and ha people may no ha e all he answe s. By ac i ely
seeking and implemen ing eedback, an inclusi e leade c ea es a cul u e o con inuous
imp o emen and empowe s eam membe s o ake owne ship o hei wo k and con ibu e
o he eam’s success. This os e s a sense o connec ion and inclusion wi hin he eam
(Ca meli e al. 2010).
2.2. Employee Engagemen
Employee engagemen has been desc ibed as he le el o commi men , mo i a ion,
and in ol emen ha employees ha e owa ds hei wo k and he o ganisa ion (Saks 2019).
This is d i en by employees’ pe cei ed alue, espec , and he oppo uni y o con ibu e
hei unique pe spec i es and ideas o he o ganisa ional success (Nishii 2013). Based on
he eeling o psychological sa e y, and us in hei leade s, employees a e likely o be ully
engaged and go he ex a mile o con ibu e o he o ganisa ion’s success and u no e will
be educed (Shuck e al. 2017). Va ious measu es ha e been de eloped o assess employee
engagemen . These include job sa is ac ion, commi men , and mo i a ion.
The success and p oduc i i y o an o ganisa ion depend g ea ly on job sa is ac ion
(Chandani e al. 2016). I is a c ucial ac o ha e e s o an employee’s le el o con en men
and ul ilmen on he job. Job sa is ac ion goes beyond me e happiness. I encompasses
a deepe sense o ul ilmen de i ed om one’s wo k. I is a key d i e o employee
engagemen , which has become inc easingly impo an in oday’s compe i i e business
en i onmen . S udies ha e shown ha a s ong ela ionship exis s be ween job sa is ac ion
and employee engagemen , as a sa is ied employee is mo e likely o be engaged, esul ing
in inc eased p oduc i i y, hem doing a be e job, and inno a i e pe o mance (Bailey e al.
2015;Chandani e al. 2016). Mo eo e , job sa is ac ion is a signi ican ac o in employee
e en ion. Sa is ied employees a e less likely o lea e he o ganisa ion, educing u no e
a es. This bene i s he o ganisa ion bo h in he sho and long un, as i sa es ime and
esou ces spen on ec ui ing and aining new employees, while also main aining a s able
and expe ienced wo k o ce essen ial o g ow h (Bailey e al. 2015).
Adm. Sci. 2024,14, 126 4 o 14
Employee engagemen elies hea ily on commi men . This se es as he d i ing o ce
ha inspi es employees o gi e hei bes e o and emain de o ed o he job and he
o ganisa ion (Bailey e al. 2015). A lack o employee commi men leads o eelings o
disconnec and disin e es , esul ing in dec eased p oduc i i y, high u no e a es, and a
nega i e impac on he company’s o e all success (A iku and Van Wyk 2024). Commi ed
employees a e no only emo ionally s able bu also ake p ide in hei con ibu ions o
inc eased o ganisa ional p oduc i i y, pe o mance, and success. This gi es a sense o
pu pose and ul ilmen . Commi ed employees a e highly engaged and mo i a ed, o en
seeking ou new challenges and s i ing o excellence in hei wo k. Mo eo e , hey a e
mo e likely o ac as ad oca es o he company, speaking highly o i , ecommending i o
o he s, and de ending i in imes o c i icism.
Mo i a ion is a c ucial ac o in ensu ing a posi i e wo k en i onmen and ins illing
a sense o belonging and dedica ion in employees. I is a d i ing o ce o employees
o go he ex a mile in ca ying ou hei job du ies and con ibu e o he o ganisa ion’s
g ow h. One o he easons why mo i a ion is essen ial o employee engagemen is ha
i gi es employees a sense o pu pose and signi icance. A mo i a ed employee belie es
hey con ibu e meaning ully o he o ganisa ion’s o e all se goals (Chandani e al. 2016).
This keeps he employees engaged and mo i a ed. Fu he mo e, a mo i a ing o ganisa ion
main ains a s able and well-balanced wo k o ce. Mo eo e , mo i a ion p omo es job
sa is ac ion among employees, esul ing in highe le els o engagemen . Job sa is ac ion
is c ucial o employee engagemen as con en ed employees a e mo e commi ed o hei
wo k (Ma kos and S ide i 2010). O ganisa ions mus unde s and ha mo i a ion is an
ongoing p ocess equi ing con inuous e o and in es men . Employe s mus egula ly
communica e wi h he employees, acknowledge hei e o s, and p o ide oppo uni ies
o g ow h and de elopmen o keep hem mo i a ed.
2.3. Inclusi e Leade ship, Employee Engagemen , and Sus ainabili y
Inclusi e leade ship has been ecognised as a powe ul d i ing o ce o sus ainabili y
in any o ganisa ion (Galpin e al. 2015;Abdou e al. 2023). Amid he ising global en i on-
men al c isis, inclusi e leade ship p io i ises sus ainabili y and social equi y. An inclusi e
leade sa egua ds he en i onmen h ough employee inclusi eness. Unlike adi ional
leade ship models, inclusi e leade ship adop s a holis ic app oach ha in e ela es en i on-
men al conce ns wi h di e si y and inclusion (Bhu o e al. 2021;Pa wa y e al. 2023;Sho e
e al. 2018). O ganisa ions ap in o a di e se pool o alen s and pe spec i es by ensu ing an
en i onmen whe e all employees eel alued, empowe ed, and included. This app oach
encou ages employees o ac i ely con ibu e o sus ainabili y goals, d i ing inno a ion and
adap abili y (Galpin and Whi ing on 2012;Galpin e al. 2015;Abdou e al. 2023). Acco ding
o Galpin and Whi ing on (2012), sus ainabili y-conscious leade s emb ace di e si y in
all i s o ms, os e ing a sense o openness, us , and anspa ency. These quali ies enable
employees o ully unde s and and align wi h he o ganisa ional goals, aking owne ship
o hei oles and d i ing c ea i e solu ions o sus ainable success.
In ligh o his, engaged employees a e passiona e and commi ed o he o ganisa ion’s
sus ainabili y goals (Galpin and Whi ing on 2012). This passiona e engagemen mani-
es s in he pa icipa ion in meaning ul p og ammes like educing ene gy consump ion,
p omo ing esponsible was e managemen , and con ibu ing o communi y de elopmen
p ojec s. These ini ia i es os e a s ong sense o pu pose and d i e angible change.
Fu he mo e, engaged employees na u ally in eg a e sus ainable p ac ices in o hei daily
ou ines. Beha iou al conduc s such as ma e ial ecycling, minimising pape consump ion,
and p omo ing eco- iendly a i udes a e cul i a ed and demons a ed in he cause du y by
employees. This beha iou al shi c ea es a cul u e o sus ainabili y wi hin he o ganisa ion
(Abdou e al. 2023).
The e o e, adop ing a sus ainable app oach in Namibia’s elecommunica ions indus y,
h ough in es men s in inclusi e leade ship and employee engagemen , yields signi ican
bene i s. Such an app oach ensu es a di e se and engaged wo k o ce, d i ing inno a-
Adm. Sci. 2024,14, 126 5 o 14
ion and leading o enhanced ope a ional e iciency, imp o ed se ice deli e y, and he
de elopmen o cu ing-edge echnologies. This, in u n, a ac s and e ains op alen .
O ganisa ions commi ed o sus ainabili y a e pe cei ed as mo e a ac i e and e ain
aluable employees, ul ima ely imp o ing hei compe i i e edge in a apidly e ol ing
indus y like elecommunica ions. Addi ionally, a epu a ion o sus ainabili y builds us ,
enhances he o ganisa ion’s image and ma ke posi ion, and con ibu es o a clea and
heal hie en i onmen , secu ing a b igh e u u e o bo h he indus y and he na ion as a
whole (Galpin e al. 2015).
3. Ma e ials and Me hods
This s udy explo ed he in luence o inclusi e leade ship on employee engagemen in
he elecommunica ions indus y in Namibia using an in e p e i is s ance. A quali a i e
app oach was adop ed o ga he in-dep h in o ma ion conce ning pa icipan s’ pe cep ions
and iews on inclusi e leade ship and employee engagemen in selec ed elecommunica-
ion companies in Namibia. This sampling s a egy ensu ed he inclusion o indi iduals
who possessed speci ic knowledge, expe iences, o pe spec i es ele an o he esea ch
objec i es. This sampling echnique enabled he esea che s o cap u e a di e se ange
o pe spec i es and expe iences wi hin he elecommunica ions indus y. P ima y da a
we e collec ed h ough semi-s uc u ed in e iews, which we e used o lexibili y and
uni o mi y. Each in e iew session ook abou 30–40 min on a e age. In addi ion, he
in e iew sessions we e eco ded on ape wi h he consen o he pa icipan s, and his was
la e ansc ibed o a Wo d documen o coding. The semi-s uc u ed in e iew guide
was di ided in o h ee (3) sec ions. Each sec ion has ou (4) ques ions. A pu posi e sam-
pling echnique was adop ed o selec 22 pa icipan s o in e iews om he pa icipa ing
elecommunica ion companies in Namibia. Pa icipan s we e selec ed based on hei p omi-
nence in he Namibian elecoms indus y. By ca e ully selec ing op managemen , middle
managemen , and on line employees in he pa icipa ing elecommunica ion companies,
his s udy aimed o ob ain ich and insigh ul da a ha would p o ide a comp ehensi e
unde s anding o inclusi e leade ship and employee engagemen , he eby enhancing he
c edibili y o his s udy’s indings.
3.1. Resea ch Pa icipan s
This s udy adop ed ace- o- ace in e iews o ga he non-nume ical da a om he
esea ch pa icipan s in selec ed elecommunica ion companies in Namibia. The in e iews
we e conduc ed in he pa icipan s’ espec i e o ices. This was o ensu e ha he pa ici-
pan s we e elaxed and in com o able posi ions whe e hey would exp ess hei opinions
eely. The s udy d ew on wen y- wo (22) pu posi ely selec ed op managemen , middle
managemen , and on line employees in he selec ed elecommunica ion companies. The
pa icipan s we e pu posi ely chosen om he en i e popula ion o he wo gian elecom-
munica ion companies in Namibia based on he c i ical oles hey play as s a membe s.
Be o e he commencemen o he in e iews, he pu pose o his s udy was ea i med
o he pa icipan s, and all e hical conside a ions such as anonymi y, con iden iali y, and
consen o be in e iewed we e ho oughly explained. To ensu e he in eg i y and accu acy
o he da a, a comp ehensi e in e iew guide was de eloped and me iculously analysed.
This guide was ca e ully c a ed o cap u e he ele an in o ma ion equi ed o mee he
objec i es o his s udy. Addi ionally, obse a ional no es we e aken du ing da a collec ion
o p o ide a comp ehensi e eco d o he in e iews. The o de o he ques ions in he
in e iew guide was ca e ully s uc u ed o elici insigh s in o he pa icipan s’ inclusi e
leade ship s a egy in hei espec i e elecommunica ion companies and i s in luence on
employee engagemen .
3.2. Sample
Despi e he sample size being limi ed o wen y- wo (22), we conside his o ha e been
app op ia e o ou quali a i e esea ch, as i enabled he esea che s o del e deeply in o he
Adm. Sci. 2024,14, 126 6 o 14
expe iences and pe spec i es o he pa icipan s. The pu posi e sampling me hod p o ed
ad an ageous, as i allowed he esea che s o ga he ich da a and gain a comp ehensi e
unde s anding o he pa icipan s’ expe iences. This knowledge was hen used o p o ide
insigh s in o he po en ial in luence o inclusi e leade ship on employee engagemen in
elecommunica ion companies. The decision o use pu posi e sampling was jus i ied by
he aim o cap u e he au hen ic expe iences o he managemen cad e as ega ds hei
leade ship inclusi eness and i s in luence on subo dina es’ wo k engagemen .
3.3. Da a Analysis
Da a analysis is a mul i ace ed p ocess ha in ol es a ious s ages, including coding,
ansc ibing, edi ing, and e i ying da a (Kaupa and A iku 2020). Coope and Schindle
(2008) s a e ha da a analysis en ails comp essing aw da a in o a manageable o ma o
acili a e he iden i ica ion o pa e ns and ends. When analysing hese quali a i e da a,
audio iles om he in e iews we e ansc ibed e ba im. The ansc ibed esponses we e
hen ca ego ised in o hemes based on hei con en and coded acco dingly. To ensu e accu-
acy and alidi y, he au ho s implemen ed measu es o mi iga e con i ma ion bias (Kaupa
and A iku 2020;S einke 2004). Fo ins ance, he ansc ibed da a we e independen ly coded
by he au ho s, wi h he gene a ed codes e i ied by an ex e nal quali a i e esea che o
accu acy, consis ency, and objec i i y. The ex e nal pa y’s in ol emen played a c ucial
ole in a oiding subjec i i y and ensu ing an unbiased analysis. The au ho s engaged in
discussions o each a consensus on he ini ial hemes, which we e hen double-checked
and e i ied by he neu al in es iga o o minimise con i ma ion bias.
Thema ic analysis was conduc ed using NVi o 12 so wa e, allowing o he o ganisa-
ion o quali a i e da a in o hemes and sub- hemes (Dyili e al. 2018;Ganiyu and Gen y
2022). Be o e his, he da a we e ansc ibed in o a Mic oso Wo d documen and hen
impo ed in o NVi o o analysis. The so wa e acili a ed he iden i ica ion o pa e ns
and hemes, ep esen ed as nodes. Each node con ained da a ela ed o a speci ic heme,
allowing o a ho ough examina ion. Themes we e iden i ied and sc u inised o ends
in p e ious esea ch (Bell Emma e al. 2022), wi h he esea che ’s pe sonal expe ience
playing a i al ole in in e p e ing he da a. The use o NVi o 12 so wa e suppo ed
he iden i ica ion, analysis, and in e p e a ion o quali a i e da a pa e ns, which a e key
componen s o hema ic analysis.
4. Resul s and Discussion
Th ough he in e iews, we sough o ga he pa icipan s’ pe spec i es on he in luence
o inclusi e leade ship on employee engagemen . The esul s om he hema ic analysis
e ealed h ee (3) p ima y hemes and nine (9) sub- hemes. These hemes a e ac o s
ha con ibu e o employees’ engagemen in elecommunica ion companies, inclusi e
leade ship s eps ha encou age employee engagemen , and inclusi e leade ship p ac ices
ha enhance employee engagemen . Bo h he p ima y hemes and he sub- hemes a e
illus a ed in Figu e 1.
As shown in Figu e 1, nine (9) sub- hemes eme ged om he h ee (3) p ima y hemes.
Leade ship and managemen s yle, meaning ul wo k and au onomy, and o ganisa ional
cul u e and wo k en i onmen eme ged as sub- hemes o ac o s ha con ibu e o em-
ployees’ engagemen in elecommunica ion companies. Inclusi e leade ship s eps ha
encou age employee engagemen include enabling di ec pa icipa ion, imp o ing con-
sul a ion channels, and linking inpu s o ou comes. While accommoda ing lexible wo k,
equi able oppo uni ies and open and au hen ic communica ion we e iden i ied as sub-
hemes gene a ed om inclusi e leade ship p ac ices ha enhance employee engagemen .
These sub- hemes a e discussed in he nex subsec ion.
Adm. Sci. 2024,14, 126 7 o 14
Adm. Sci. 2024, 14, x FOR PEER REVIEW 7 o 15
Figu e 1. Inclusi e leade ship and employee engagemen .
As shown in Figu e 1, nine (9) sub- hemes eme ged om he h ee (3) p ima y
hemes. Leade ship and managemen s yle, meaning ul wo k and au onomy, and o gan-
isa ional cul u e and wo k en i onmen eme ged as sub- hemes o ac o s ha con ibu e
o employees’ engagemen in elecommunica ion companies. Inclusi e leade ship s eps
ha encou age employee engagemen include enabling di ec pa icipa ion, imp o ing
consul a ion channels, and linking inpu s o ou comes. While accommoda ing lexible
wo k, equi able oppo uni ies and open and au hen ic communica ion we e iden i ied as
sub- hemes gene a ed om inclusi e leade ship p ac ices ha enhance employee engage-
men . These sub- hemes a e discussed in he nex subsec ion.
4.1. Fac o s Tha Con ibu e o Employees’ Engagemen in Telecommunica ion Companies
The leade ship s yle and managemen p ac ices we e iden i ied as a signi ican in lu-
ence on employee engagemen (Shen e al. 2023; A iku e al. 2023). Simila ly, we ound
ha inclusi e and empowe ing app oaches enhance mo i a ion, while au ho i a ian
s yles swi ly e ode mo ale. Supe iso y suppo o lexibili y is said o be c ucial in he
demanding elecoms indus y (A iku and Van Wyk 2024; Ca meli e al. 2010; Edmondson
2018). F om he analysed da a, emphasis is placed on he in insic ac o s, such as mean-
ing ul and challenging wo k, and a sense o au onomy, which a e essen ial o sus ained
commi men . Simila ly, a lack o de elopmen and ad ancemen oppo uni ies we e iden-
i ied as hind ances o dedica ion. Howe e , he majo ac o s ha con ibu e o employ-
ees’ engagemen in elecommunica ion companies as e ealed by he analysed da a in-
clude leade ship and managemen s yle, meaning ul wo k and au onomy, and he o gan-
isa ional cul u e and wo k en i onmen .
4.1.1. Leade ship and Managemen S yle
Leade ship has been desc ibed as a mo i a ional ool used o achie e a common o
se goal (A iku e al. 2023). Leade s who engage in his managemen s yle a ac us and
conce n o employees and os e disc e iona y e o , bene i ing o ganisa ions. F om he
analysed da a, his sub- heme eme ged as one o he ac o s ha con ibu es o employees’
engagemen in elecommunica ion companies. Two o he pa icipan s in his s udy ex-
p essed hei iews as ollows:
Figu e 1. Inclusi e leade ship and employee engagemen .
4.1. Fac o s Tha Con ibu e o Employees’ Engagemen in Telecommunica ion Companies
The leade ship s yle and managemen p ac ices we e iden i ied as a signi ican in lu-
ence on employee engagemen (Shen e al. 2023;A iku e al. 2023). Simila ly, we ound
ha inclusi e and empowe ing app oaches enhance mo i a ion, while au ho i a ian s yles
swi ly e ode mo ale. Supe iso y suppo o lexibili y is said o be c ucial in he demand-
ing elecoms indus y (A iku and Van Wyk 2024;Ca meli e al. 2010;Edmondson 2018).
F om he analysed da a, emphasis is placed on he in insic ac o s, such as meaning ul
and challenging wo k, and a sense o au onomy, which a e essen ial o sus ained commi -
men . Simila ly, a lack o de elopmen and ad ancemen oppo uni ies we e iden i ied
as hind ances o dedica ion. Howe e , he majo ac o s ha con ibu e o employees’
engagemen in elecommunica ion companies as e ealed by he analysed da a include
leade ship and managemen s yle, meaning ul wo k and au onomy, and he o ganisa ional
cul u e and wo k en i onmen .
4.1.1. Leade ship and Managemen S yle
Leade ship has been desc ibed as a mo i a ional ool used o achie e a common
o se goal (A iku e al. 2023). Leade s who engage in his managemen s yle a ac
us and conce n o employees and os e disc e iona y e o , bene i ing o ganisa ions.
F om he analysed da a, his sub- heme eme ged as one o he ac o s ha con ibu es o
employees’ engagemen in elecommunica ion companies. Two o he pa icipan s in his
s udy exp essed hei iews as ollows:
“Fo me, he main d i e o my engagemen is my di ec supe iso and hei managemen
app oach. When leade s empowe , p o ide g ow h oppo uni ies and acknowledge wo k,
i boos s mo ale. Bu mic omanage s who don’ ecognize e o s educe mo i a ion as ”.
(Pa icipan 13)
“I end o be much mo e engaged wi h wo k when senio leade s and middle manage s
alike ha e an open, inclusi e s yle s. being igid and au ho i a ian. E en i s a egy
comes om he op down, eeling hea d by compassiona e leade s makes all he di e ence
in my dedica ion”. (Pa icipan 5)
In he abo e esponses, he pa icipan s p o ide in aluable insigh s in o he in luence
o leade ship and managemen s yles on employee engagemen . Emphasis is placed on
he impac o di ec supe iso s on pe sonal engagemen . Also, empowe men , g ow h
Adm. Sci. 2024,14, 126 8 o 14
oppo uni ies, and ecogni ion a e alluded o as con ibu ing o highe engagemen , while
mic omanagemen and lack o ecogni ion a e iden i ied as ac o s ha diminish mo i a ion.
Fu he mo e, he pa icipan s highligh he impo ance o leade ship s yles a a ious
o ganisa ional le els. These esponses ag ee wi h Eisenbe ge e al. (2010) and Saks (2019),
who posi ha ime and e o a e in es ed when employees pe cei e being alued and
suppo ed by leade s. Hence, open and inclusi e s yles os e engagemen , while igid and
au ho i a ian app oaches hinde i . E en when he s a egy is op-down, compassiona e
leade s who alue inpu and inclusi i y c ea e a sense o commi men and dedica ion.
These pe spec i es unde sco e he pi o al ole o leade s in shaping he wo k en i onmen
and in luencing employee mo i a ion and engagemen .
4.1.2. Meaning ul Wo k and Au onomy
This sub- heme eme ged as one o he ac o s ha con ibu es o employees’ en-
gagemen in elecommunica ion companies. The analysed da a showed ha mos o he
pa icipan s in his s udy ga e insigh s in o wha hey conside meaning ul wo k and
claimed ha being au onomous aids hei wo k ou pu . Two o he pa icipan s’ esponses
a e di ec ly quo ed below.
“The deg ee o which I ind daily wo k ac i i ies o be meaning ul and impac ul is a
huge con ibu o o my pe sonal engagemen . In e es ing challenges ha allow me o
lea n, de elop and use my ull skill se keep me ully imme sed and p oduc i e o su e”.
(Pa icipan 9)
“I end o eel much mo e mo i a ed when I ha e enough au onomy o e my wo kload,
ools and app oach a he han jus being old exac ly wha o do and when. A sense
o eedom and us o handle esponsibili ies my way makes he wo k mo e ul illing”.
(Pa icipan 3)
Insigh s om he pa icipan s’ esponses highligh ed he c ucial ole o meaning ul
wo k and au onomy as d i e s o employee engagemen . The pa icipan s emphasised he
impo ance o inding daily asks meaning ul and impac ul. I was u he poin ed ou ha
challenging wo k ha os e s lea ning, g ow h, and skill u ilisa ion enhances engagemen .
The concep o au onomy, whe e employees ha e con ol o e hei wo kload, ools, and
app oach, was gi en as one o he ac o s ha con ibu es o employees’ engagemen in
elecommunica ion companies. This aligns wi h Sonnen ag e al. (2013) and Kossek e al.
(2014), who a gue ha elecommunica ions companies wi h lexible wo k schedules ha e
mo e engaged wo ke s. This eedom empowe s hem, leading o job sa is ac ion and
owne ship o hei con ibu ions. Thus, meaning ul wo k and au onomy a e essen ial
ing edien s o employee engagemen . They ensu e a sense o pu pose, empowe men ,
and sa is ac ion, ul ima ely con ibu ing o a mo e engaged and p oduc i e wo k o ce.
4.1.3. O ganisa ional Cul u e and Wo k En i onmen
The pe cei ed inno a ion and inclusi i y o he o ganisa ional cul u e ene gise em-
ployees, while bu eauc a ic esis ance o change, un ai ness, and bias in p ocesses diminish
loyal y, pa icula ly among employees (Al es 2018;Bha ia and Kuma 2022). I was e iden
om he pa icipan s ha an all-inclusi e o ganisa ional cul u e and wo k en i onmen
ensu es employee engagemen , leading o a posi i e a i ude as well as p oduc i e ou pu .
The pa icipan s also exp essed ha he absence o a posi i e wo k en i onmen and inclu-
si e o ganisa ional cul u e demo alises employees, esul ing in discou agemen and a high
a e o employee u no e .
“I end o eel he mos dedica ion o my ole when he o e all cul u e eels inclusi e,
inno a i e and pu pose-d i en ac oss le els and eams s. igid, bu eauc a ic o siloed by
unc ion o le el. A uly ib an mood is in ec ious”! (Pa icipan 22)
“Fo me, isible Wo k-li e balance suppo om he highes le els o leade ship— h ough
policies, s a emen s and beha iou s—signals espec o wellness and inspi es loyal y
beyond o mal hou s o du ies. Bu nou isks se e ha pac ”. (Pa icipan 14)
