Pur­pose­ful lead­er­ship

Post - - Lifestyle -

F YOU crib about your em­ploy­ees be­ing dull, lazy and un­pro­duc­tive, stop blam­ing them. Start lead­ing your pro­fes­sional life with a pur­pose in­stead.

Ac­cord­ing to re­searchers, when man­agers dis­played pur­pose­ful be­hav­iour, em­ploy­ees were less likely to quit, showed more sat­is­fac­tion, were will­ing to go the ex­tra mile, tend to be bet­ter per­form­ers and were less cyn­i­cal. The study char­ac­terised pur­pose­ful lead­er­ship as hav­ing three core qual­i­ties: lead­ers must have a strong moral compass, a com­mit­ment to stake­hold­ers, and a clear vi­sion.

“The study shows that the mod­ern workplace is as much a bat­tle for hearts and minds as it is one of rules and du­ties,” said Cather­ine Bai­ley, pro­fes­sor at the Univer­sity of Sussex in Bri­tain.

“In turn, they re­spond to lead­ers, who care not just about them­selves but wider so­ci­ety, who have strong morals and ethics and who be­have with pur­pose,” Bai­ley added, in the study con­ducted in con­cert with the non-profit or­gan­i­sa­tion CIPD.

The re­searchers sug­gest there is much that or­gan­i­sa­tions can do to foster pur­pose­ful and eth­i­cal lead­er­ship, in­clud­ing the adop­tion of rel­e­vant poli­cies, leader role-mod­el­ling, align­ment around a core vi­sion, train­ing and de­vel­op­ment, and or­gan­i­sa­tional cul­ture.

The tra­di­tional fo­cus on leader be­hav­iour only goes so far as to de­velop their abil­ity to per­form in a role.

“In­stead, what is re­quired is a de­vel­op­ment of the whole per­son, while ac­cept­ing that it is im­pos­si­ble to mould all in­di­vid­u­als into a uni­form model of morals and ethics,” ex­plained Amanda Shantz from the Univer­sity of Green­wich. – IANS

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