During the past decade, a great deal of research has been carried out on the importance of employee engagement. In various studies, engagement is viewed as a positive state of mind of overwhelming satisfaction, which is characterized by feelings of vigour, dedication and absorption. In this article, ‘vigour’ refers to a state of mind in which individuals feel energetic, fit, strong and indefatigable. ‘Dedication’ refers to a state of mind in which individuals feel highly engaged by their work, which inspires them, and makes them feel proud and enthusiastic. ‘Absorption’ refers to a pleasant state of mind in which individuals are fully immersed in their work. This article provides an overview of a number of perspectives on leadership and discusses which leadership factors are likely to be the most effective in ensuring that employees remain engaged and productive. It also provides a conceptual model for further research on the relationship between leadership styles and work engagement.

Be engaged, be happy, as the theory of engagement teaches us. To feel that you are doing exactly that where your unique talents and interests lie and where you make optimal use of personal and work-related energy sources. Who does not want to be engaged? And which manager does not desire to have engaged employees? In tough times, engagement provides extra energy to cope with stressful situations, making these employees invaluable to the organization they work in. However, studies into engagement show that almost 90% of the employees interviewed experience this work and life joy to a lesser extent, or not at all.

In this study, a model is developed and tested to examine the influence of non-conformism and self-efficacy on affective well-being and burnout amongst 401 Dutch schoolteachers. The relationships between the level of non-conformism and self-efficacy and subsequently the level of affective well-being, and burnout are hypothesised. The results of this study showed that self-efficacy is positively related to affective well-being and strongly negatively related to burnout. The results of this study also showed non-conformism to be a significant predictor for self-efficacy. Because of the strategic importance of human capital in schools, it is important practitioners are provided with tangible suggestions, such as non-conformist behaviour, to improve self-efficacy and well-being.

Based on studies, the degree of self-efficacy appears to have a strong relationship with positive indicators of employees, such as their well-being, work engagement, and achievements. Other positive indicators of self-efficacy have also been observed, such as the positive effects on well-being and negative effects on burnout. Self-efficacy was described by the originator of the concept, Bandura, as the belief in one's own ability to complete a particular task in a particular situation. It concerns the belief in one's own ability and not the possession of specific competences.

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