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Inclusive Leadership and Employee Engagement as Critical Drivers of Sustainability in Telecommunication Companies

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  • Sulaiman Olusegun Atiku

    (Harold Pupkewitz Graduate School of Business, Namibia University of Science and Technology, Windhoek 13388, Namibia
    Department of Economic and Business Sciences, Walter Sisulu University, Mthatha 5100, South Africa)

  • Kristofine Aili Itembu-Naunyango

    (Harold Pupkewitz Graduate School of Business, Namibia University of Science and Technology, Windhoek 13388, Namibia)

  • Olufemi Michael Oladejo

    (Department of Management Studies, University of KwaZulu-Natal, Durban 4041, South Africa)

Abstract

There has been a growing concern about the influence of inclusive leadership on employee engagement in the telecommunications industry. The telecommunications industry is undergoing rapid technological advancements, leading to increased competition and pressure on employees. Creating an inclusive workplace in such a dynamic environment is essential to attracting and retaining talented professionals and driving eco-innovation for sustainable development in Industry 4.0. Despite the importance of inclusive leadership, there is dearth of studies exploring the influence of inclusive leadership on employee engagement in the telecommunications industry. Hence, this study sought to examine the influence of inclusive leadership on employee engagement in selected telecommunication companies in Namibia. A qualitative approach was adopted, where face-to-face interviews were conducted using a semi-structured interview guide. The participants (22 executives) were selected for interviews from two telecommunication companies in Namibia using a purposive sampling method. Data collection involved recording and transcribing participant interviews using Microsoft Word. Thematic analysis was conducted using NVivo 20 software. Results show the importance of empathy and non-hierarchical leadership behaviour as the most critical factor influencing team engagement and discretionary effort in the telecommunications industry in Namibia. Meanwhile, clear career advancement pathways, work autonomy, cross-departmental collaboration, and supervisory support are major contributors to employee engagement for innovative performance and sustainability in the telecommunications industry.

Suggested Citation

  • Sulaiman Olusegun Atiku & Kristofine Aili Itembu-Naunyango & Olufemi Michael Oladejo, 2024. "Inclusive Leadership and Employee Engagement as Critical Drivers of Sustainability in Telecommunication Companies," Administrative Sciences, MDPI, vol. 14(6), pages 1-14, June.
    • Handle: RePEc:gam:jadmsc:v:14:y:2024:i:6:p:126-:d:1415815
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    References listed on IDEAS

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    1. Blomme, Robert J. & Kodden, Bas & Beasley-Suffolk, Annamaria, 2015. "Leadership theories and the concept of work engagement: Creating a conceptual framework for management implications and research," Journal of Management & Organization, Cambridge University Press, vol. 21(2), pages 125-144, March.
    2. Manjot Singh Bhatia & Saurabh Kumar, 2022. "Linking stakeholder and competitive pressure to Industry 4.0 and performance: Mediating effect of environmental commitment and green process innovation," Business Strategy and the Environment, Wiley Blackwell, vol. 31(5), pages 1905-1918, July.
    3. Stewart Kaupa & Sulaiman Olusegun Atiku, 2020. "Challenges in the Implementation of Performance Management System in Namibian Public Sector," International Journal of Innovation and Economic Development, Inovatus Services Ltd., vol. 6(2), pages 25-34, June.
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