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189 Salz Review An Independent Review of Barclays’ Business Practices The Leader’s Role Psychoanalyst Manfred Kets de Vrie 283 identified that the key skills of leaders in shaping culture and delivering change are self-awareness and the ability to change personally at all levels, intellectually, emotionally and behaviourally. When leaders engage in personal learning and change, they signal to the organisation that transformation is safe and important to the future survival and success of the organisation. Actions speak louder than words. Humility and the ability to consciously reflect are required for leaders to succeed in leading transformational change. These are characteristics associated with helping oneself and others to grow. 284 Growing and learning often involves failure and can be embarrassing. So leaders who can overcome their fears and broadcast their feelings as they work through the messy internal growth process will be viewed more favourably by their employees. Researchers, Owen and Heckman, found that those leaders who model how to be human rather than superhuman and legitimise ‘becoming’ rather than ‘pretending’, were considered more effective. You cannot fake humility. You either genuinely want to grow and develop, or you do not, and people pick up on this. Leaders who action their own change and growth signal to followers that learning, growth, mistakes, uncertainty and false starts are normal and expected in the workplace, and this produces organisations that constantly keep growing and improving. Strategy and culture can be said to work hand in hand – two sides of the same coin – with strategy signified by the purpose (why we do what we do), mission, vision and objectives of the organisation (the what we do), and culture – signified by the values, behaviours and working practices (the how we do it). It is the leader’s role to focus on both the strategic and cultural development of the organisation, weaving a system which enables the organisation to survive, grow and adapt to meet the needs of the environment in which it works. This work can only be done by leaders who are prepared to engage at a personal as well as systemic level. Changing the ‘how we do things’ is for most leaders where the risks lie. The Role of Employees Working with and for others is deeply engrained in our biological evolution. Through infancy, childhood and adulthood, we retain a propensity to work in groups and accept particular individuals to co-ordinate our efforts and take on leadership roles. However, what makes a good employee has generally been understudied and is typically understated in organisational life. Leadership, on the other hand, has been much studied and often over romanticised: Google gets about 120,000 hits when you type in ‘followership’ (or ‘citizenship’), versus more like one million for ‘leadership’. In fact we struggle, in an organisational sense, to even effectively label individuals who are not in leadership or managerial roles, calling them variously employees, colleagues, workers, team members, staff or even – most recently – citizens. 283 Manfred Kets de Vries, The Leader on the Couch, 2006. 284 Bradley Owens and David Heckman, Modelling How to Grow: An Inductive Examination of Humble Leader Behaviours, Contingencies, and Outcomes, 2012.
Salz Review An Independent Review of Barclays’ Business Practices 190 Being an effective employee is important, and the ability to be able to be an employee who can work effectively in groups has a number of benefits. These include safety, social reward and the ability to achieve more than one might alone. Research from CRESS (The Centre for Research in to Employment, Skills and Society) argues that the definition of performance at work has for too long been narrowly defined as the successful accomplishment of the duties and responsibilities of a given job, or task performance. Task performance is critical to the organisations technical core 285 and is therefore critical to the success of the organisation. However, they argue that there are two other important dimensions for the performance of the organisation, namely the enactment of citizenship behaviours and the absence of withdrawal behaviours. 286 Both of these are positively correlated with organisational success. Citizenship behaviours 287 are often referred to as extra-role behaviours that go beyond the task requirements of the job. They include supporting colleagues, contributing to ideas for improving the organisation and participating in organisation-wide initiatives. Withdrawal behaviours on the other hand have a negative impact on the functioning of the organisation. Withdrawal behaviours 288 include intention to leave and deviant types of behaviour such as consistently arriving late and leaving early, neglecting work, or abusing company property. Individuals who are emotionally engaged at work are more likely to demonstrate citizenship behaviours and less likely to demonstrate withdrawal behaviours. In summary, setting an organisation’s purpose in a broader sense, and encouraging employees to contribute widely, has a positive impact on both individuals and the long term success of the organisation. What it means to be a good employee has become somewhat confused of late, drowned in a milieu of employment law, the proliferation of a culture of individualism and a wave of interest in what organisations must do keep employees engaged. But, other than doing important tasks of work, employees have important roles to play. Being a good employee means: co-operating in teams to maximise resources and to drive productivity and contribution; building skills which are valuable to the organisation as a whole; exercising judgment about those we select as leaders to follow; voicing opinion about what works and does not work in the organisation; and being a good ‘corporate citizen’, supporting fellow employees, and fostering a social environment that is conducive to the accomplishment of work. Yet, in modern, large organisations, few employees are properly involved. Research from the Kingston Consortium on Employee Engagement 289 indicates that just 34% of employees are ‘vocally involved’ and have opportunities to voice their views. Interestingly, the vocally involved category of workers is the most engaged. This definition of engagement derives from the work of earlier theorists and commentators such as Kahn (1990), May et al (2004) and Schaufeli and Bakker (2004), all of whom regard engagement 285 W.C. Borman and S.J. Motowidlo, Expanding the Criterion Domain to Include Elements of Contextual Performance, 1993. 286 CIPD Research Insight, Emotional and Transactional Engagement – does it matter?, 2012. 287 K. Lee and A.J. Allen, Organisational Citizenship Behaviour and Workplace Deviance: the Role of Affect and Cognitions, 2002. 288 S.L. Robinson and R.J. Bennett, A typology of Deviant Workplace Behaviours: a Multidimensional Scaling Study, 1995. 289 Kingston Consortium Project on Employee Engagement, Creating an Engaged Workforce, 2010.
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