How well do the hierarchical leaders in your organisation allow those elsewhere in the firm to choose to be leaders? Do they encourage local teams to be well motivated, creative, responsive, to try new things, to have access to resources and a real responsibility to try and truly delight clients/customers.
As Peter Hawkins writes in Leadership Team Coaching, “a team becomes a leadership team when it focuses not just on its immediate task but also on how it can engage with its multiple stakeholder groups to co-create performance improvement for both its own outputs and outcomes, and those of its stakeholders.”
Perhaps many issues with staff engagement and retention have their root in a lack of space, permission and time for groups of people to want to choose and explore their leadership. Simply put it it may take too much time and effort to try and be heard, and you may risk be seen as challenging or demanding. To counter all of this there needs more of a focus on the development of teams and their interconnections in addition to delivery of the financials.