Engage&Grow Impact on Engagement and Teams

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In today’s business world each organization aims to establish and manage efficient teams (JohnstonGingrich, 2019).

Considering the positive impact of engagement on team performance, the relation
between these terms has been a promising dynamic topic for both practitioners and researchers.
Engage&Grow is a main actor in this area by activating employee engagement to create excellence in
communication, a true team spirit and positive culture within the organizations

Engagement is psychologically defined as employees’ expression of vigor, dedication and absorption
while performing their work roles (Kahn, 1990; Schaufeli et al. 2002). Several research show that it has
an essential effect on team working while team working in turn positively influences individual and
organizational engagement. A comprehensive study was carried out on 1.196 employees working in
136 teams by Mäkikangas et al. (2016). These teams are composed of at least four members. As per
the findings, an environment where team members are motivated to invest their resources into their
work role and to develop themselves professionally promotes a team climate. This climate, in turn,
encourages engaged employees to express themselves enthusiastically as well as to attain their work
goals, which supports overall team goals. Therefore, both individual and team engagement highly
contribute to team’s performance and consequently organization’s performance.

On the other hand, recent research with 4.588 employees has found out that team working increases
engagement (Palumbo, 2021). Today’s business world has been undergoing important technological
and organizational transformations, which puts serious stress upon companies. However, effective
team working is critical in boosting organizational performance and competitiveness in such an
environment. Investing on team working enhances adaptability and flexibility of those companies,
which are key to survive and even thrive in an uncertain environment. Moreover, team working
supports an engaging working climate and creating efficient organizational dynamics as well as positive
interpersonal relationships. Supportive team climate and positive exchanges among teammates and
team supervisor result in increased employee engagement and finally dedication to organizational

Depending on significant impact of engagement and team working upon organization’s performance,
Engage&Grow applies an employee-engagement centered and unique methodology with a solid
scientific background. The practical assignments serve a healthy and effective communication climate,
which obviously enhances positive culture.

Engage&Grow positions itself as a facilitator that guides individual employees to total change of
approach, communication, relationship (social exchange) and gradually behavior. The change is
unprecedented, creative, and effective in nature. With the help of “Group Activation System” each
employee transforms their behavior while simultaneously considering themselves and their group as
a whole. This self-managed process makes everybody willingly become engaged and responsible for
the group. Engage&Grow methodology triggers the change and supervises the safe and sound
application of the process. Therefore, it may not be surprising that the participants who have
undergone an Engage&Grow guidance emphasizes creating and supporting teamwork as one of the
most important outcomes of the program.

Engagement at individual level has an important influence over performance outcomes such as social
exchange climate within groups (Liao et al., 2013). Engaged employees supports team soul while a
supportive team climate motivates employees’ engagement. Engage&Grow focuses on individual
engagement of employees, which adds to team working and finally organizational performance.


Johnston-Gingrich, R. (2019), “Knowing team members can improve engagement”, Journal of Business,
(Accessed on 18th Nov 2021 at www.spokanejournal.com).

Kahn, W. A. (1990), “Psychological conditions of personal engagement and disengagement at work”,
Academy of Management Journal, Vol. 33, No. 4, pp. 692-724.

Liao, F-Y., Yang, L-Q., Wang, M., Drown, D. and Shi, J. (2013), “Team-Member Exchange and Work
Engagement: Does Personality Make a Difference?, Journal of Business and Psychology, Vol. 28, pp.

Mäkikangas, A., Aunola, K., Seppälä, P. and Hakanen, J. (2016), “Work engagement–team performance
relationship: shared job crafting as a moderator”, Journal of Occupational and Organizational
Psychology, The British Psychological Society, Vol. 89, pp. 772–790.

Palumbo, R. (2021), “Engaging by releasing: an investigation of the consequences of team autonomy
on work engagement”, Team Performance Management: An International Journal, Vol. 27, No. 5/6,
pp. 425-445.

Schaufeli, W.B., Salanova, M., González-romá, V. and Bakker, A.B. (2002), “The measurement of
engagement and burnout: A two sample confirmatory factor analytic approach”, Journal of Happiness
Studies, Vol. 3, pp. 71–92


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