26 HARTFORDBUSINESS.COM | APRIL 20, 2026
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OTHER VOICES
Developing frontline leaders is the key to
unlocking employee engagement
By Julia M. Fullick-Jagiela & Hilary Fussell Sisco
I
n an era of rapid change and
increasing workplace complexity,
the role of frontline leaders has
never been more critical.
These individuals, often promoted
from within based on their technical
expertise, find themselves thrust into
management positions without the
necessary skills to effectively lead and
support their teams. A 2023 survey
done by Harvard Business Publishing
found that frontline leaders were
much less likely than senior leaders to
receive key skills-based training.
However, research shows that
investing in the development of frontline
leaders can yield significant benefits for
both employees and organizations.
Recent research highlighted the
profound impact that managers can
have on employee mental health.
Frontline leaders are uniquely
positioned to directly influence the
day-to-day work experience and well-
being of their teams.
When these managers are equipped
with the skills to provide emotional
support and foster open communi-
cation, it can have a
profound impact on
reducing employee
stress and burnout.
Conversely, when
frontline leaders lack
the necessary leader-
ship competencies,
it can lead to increased workplace
conflict and a lack of support, which
can contribute to poor outcomes for
employees' success and retention.
The traditional top-down approach
to leadership is increasingly outdated
in today's dynamic business envi-
ronment. Leadership can and should
emerge from all levels of the orga-
nization, with frontline employees
often possessing unique insights and
innovative ideas that can drive organi-
zational success.
By investing in the development of
frontline leaders, organizations can
empower these individuals to leverage
both their proximity to the work and
their deep understanding of needs to
spearhead positive change.
One of the key benefits of frontline
leadership training is building strong,
supportive relationships
within the cohort.
Frontline leaders
often feel isolated and
unsupported, especially
when they're navigating
complex challenges.
Training cohort rela-
tionship building is just as essential
as skill building, and programs must
thoughtfully design opportunities for
connection throughout. By creating
a community of practice, leadership
partners can foster a sense of cama-
raderie and mutual support that can
be invaluable in helping these leaders
overcome obstacles and thrive.
An organization's culture is heavily
influenced by the actions and behav-
iors of its frontline leaders. These
managers set the tone for how work
gets done, how teams interact, and
what behaviors are rewarded and
recognized. When frontline leaders are
equipped with strong leadership skills,
they are better able to role model the
values and behaviors that align with
the organization's desired culture.
Frontline leadership development
can also build their confidence and
provide a toolkit to help them best
address challenges as they arise.
Conversely, when frontline leaders
lack the necessary leadership compe-
tencies, it can lead to a culture of silos
and a lack of trust that can undermine
employee engagement and organiza-
tional performance.
As organizations continue to grapple
with the challenges of the post-pan-
demic landscape, the need for effec-
tive frontline leadership has never
been more pressing. By investing
in the humanistic development of
these critical roles, organizations can
unlock a wealth of untapped potential,
fostering a culture of engagement
that benefits both employees and the
bottom line.
Julia M. Fullick-Jagiela, Ph.D.,
is professor and chair of the
Department of Management at the
Quinnipiac University School of
Business; Hilary Fussell Sisco, Ph.D.,
is a professor of public relations in
the School of Communications at
Quinnipiac University.
Hilary Fussell
Sisco
Julia Fullick-
Jagiela
