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Engagement: where has all the ‘power’ gone?

Engagement: where has all the ‘power’ gone?

Madden, Adrian ORCID: 0000-0002-3193-5808 and Bailey, Catherine (2017) Engagement: where has all the ‘power’ gone? Organizational Dynamics, 46 (2). pp. 113-119. ISSN 0090-2616 (doi:

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This article considers the ideas of power and engagement. Since Kahn (1990) first explained engagement as the way people invest themselves in their work roles based on influence and role status, the engagement movement has subsequently experienced particular momentum both in academic and practitioner circles. The extensive body of evidence on engagement suggests that it is linked to a range of organizational outcomes as well as work-related measures of individual wellbeing. However, this evidence draws mainly from concepts and theories grounded in psychology and therefore important issues of context are often neglected. Moreover, the way engagement has been conceptualized reflects a particular gap in relation to the concept of power and tends to gloss over the realities of organizational life. We consider this limitation of the evidence and its implications along with ways in which other approaches to researching engagement might help to create more accurate and authentic accounts of the lived reality of work engagement.

Item Type: Article
Uncontrolled Keywords: Employee engagement; Power; Inequality
Faculty / School / Research Centre / Research Group: Faculty of Business
Faculty of Business > Centre for Work and Employment Research (CREW)
Faculty of Business > Department of Human Resources & Organisational Behaviour
Related URLs:
Last Modified: 19 May 2020 14:45

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