Tools for leaders and managers

Author: CIPD/Affinity

Managing for sustainable employee engagement Guidance for employers and managers (2012)

"This tool has been designed using a very rigerous approach to identifying the line manager behaviours which have been found to drive employee engagement. 

The tool clearly outlines the desirable competencies and a brief description which can be used to create behavioural competencies used in appraisal systems and employee engagement surveys. 

An example includes managers being ""Open, fair and consistent"" (competency) as demonstrated by supervisors ""managing with integrity and consistency"" (behavioural competency) ."
 

Author: CIPD

Engaging Managers (2012)

This tool highlights the importance leaders and managers play in driving employee engagement. It outlines critical leadership skills around self-awareness, listening, empathising, coaching, and knowing and understanding the individual.  It also touches on situational and values-based leadership
 

Author: Tower Watson

Three Requirements for Effective Manager Recognition (2009)

This tool is an extract from a larger Tower Watson practitioner report which can be found in under Practitioner literature in this hub. Its starting point is the notion that manager recognition and appreciation of good work is a powerful driver of engagement. It outlines the three requirements for effective manager recognition at both the cluster and item level. These three clusters are; Inclusiveness, communication; Trust
 

Author: Tower Watson

Towers Watson Leadership effectiveness model (2014)

This tool outlines the leadership effectiveness model proposed by Tower Watson. The model proposes that effective leadership has four main dimensions; Inspire, Transform, Envision and Adapt. This tool also outlines the seven key drivers of leadership effectiveness.

Author: CIPD/Affinity

Managing for sustainable employee engagement Guidance for employers and managers (2012)

Managing for sustainable employee engagement Guidance for employers and managers (2012)

"This tool has been designed using a very rigerous approach to identifying the line manager behaviours which have been found to drive employee engagement. 

The tool clearly outlines the desirable competencies and a brief description which can be used to create behavioural competencies used in appraisal systems and employee engagement surveys. 

An example includes managers being ""Open, fair and consistent"" (competency) as demonstrated by supervisors ""managing with integrity and consistency"" (behavioural competency) ."
 

Author: CIPD/Affinity

Managing for sustainable employee engagement Guidance for employers and managers (2012)

"This tool has been designed using a very rigerous approach to identifying the line manager behaviours which have been found to drive employee engagement. 

The tool clearly outlines the desirable competencies and a brief description which can be used to create behavioural competencies used in appraisal systems and employee engagement surveys. 

An example includes managers being ""Open, fair and consistent"" (competency) as demonstrated by supervisors ""managing with integrity and consistency"" (behavioural competency) ."
 

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Author: CIPD

Engaging Managers (2012)

Engaging Managers (2012)

This tool highlights the importance leaders and managers play in driving employee engagement. It outlines critical leadership skills around self-awareness, listening, empathising, coaching, and knowing and understanding the individual.  It also touches on situational and values-based leadership
 

Author: CIPD

Engaging Managers (2012)

This tool highlights the importance leaders and managers play in driving employee engagement. It outlines critical leadership skills around self-awareness, listening, empathising, coaching, and knowing and understanding the individual.  It also touches on situational and values-based leadership
 

x
Author: Tower Watson

Three Requirements for Effective Manager Recognition (2009)

Three Requirements for Effective Manager Recognition (2009)

This tool is an extract from a larger Tower Watson practitioner report which can be found in under Practitioner literature in this hub. Its starting point is the notion that manager recognition and appreciation of good work is a powerful driver of engagement. It outlines the three requirements for effective manager recognition at both the cluster and item level. These three clusters are; Inclusiveness, communication; Trust
 

Author: Tower Watson

Three Requirements for Effective Manager Recognition (2009)

This tool is an extract from a larger Tower Watson practitioner report which can be found in under Practitioner literature in this hub. Its starting point is the notion that manager recognition and appreciation of good work is a powerful driver of engagement. It outlines the three requirements for effective manager recognition at both the cluster and item level. These three clusters are; Inclusiveness, communication; Trust
 

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Author: Tower Watson

Towers Watson Leadership effectiveness model (2014)

Towers Watson Leadership effectiveness model (2014)

This tool outlines the leadership effectiveness model proposed by Tower Watson. The model proposes that effective leadership has four main dimensions; Inspire, Transform, Envision and Adapt. This tool also outlines the seven key drivers of leadership effectiveness.

Author: Tower Watson

Towers Watson Leadership effectiveness model (2014)

This tool outlines the leadership effectiveness model proposed by Tower Watson. The model proposes that effective leadership has four main dimensions; Inspire, Transform, Envision and Adapt. This tool also outlines the seven key drivers of leadership effectiveness.

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