I found this article excellent to read and from a professional perspective very reassuring as many of the areas described as critical are exactly the services Collingwood provide.
I am however not entirely sure that a strong, well communicated vision overrides the damage a bad line manger / employee relationship will do to levels of engagement. I can see that this would lengthen the time an employee would stay before deciding to leave.
The problem being is how these situations reflect onto the leadership of the organisation. Whether real or not an employee who perceives their manager as being less competent or unfair in the approach leaves people questioning 'how can this be allowed to happen' especially as most business have values built around fairness.
Without getting too hung up on engagement a point that I entirely agree with is that during change, keep it simple, prioritise effectively and keep the number of active initiatives to minimum so they get full attention.
It’s important to define a very clear vision and sense of purpose. Research shows that, statistically, having a believable and compelling vision is a vital component of an employee’s engagement with an organisation, even more so than having a great line manager. In the UK, under 60 percent of employees believe that they receive a clear vision from their leaders about the future direction of the organisation, with roughly the same amount stating that they endorse that vision.