1.5 - About University

The guideline What to look for RemarksThe results requiredThe maturity of theworkersThe nature of theworkYour natural styleThe culture of theorganization➠ The optimal level of involvementstarts with a clear statement ofresults. Involvement is generally ameans, not an end in itself.[☛ 1.7 Results-Based Leaders]➠ Some workforces are more thanprepared to take on responsibility,and are pressuring leaders to let ithappen. However, if theworkforce doesn’t have theknowledge, skills, or values forself-direction, there is no point inestablishing self-managed teams.➠ The rise of knowledge work ispushing toward more substantiveinvolvement by workers.[☛ 9.2 Situational Leadership]Among other things, if the work:➠ requires a high level ofinnovation or quality,➠ is very technical,➠ is nonroutine, or➠ requires a team approach becauseno one person has all theanswers, then higher levels ofinvolvement are called for.Assess your own personal style for:➠ the amount of control you cangive up, and➠ the amount of risk you can bear.➠ Organizations often have culturesthat are rooted in past practicesand events. These cultures arenotoriously hard to change.Involvement can also be valued in its own right—think of democracy, which is probably inefficient inmany respects.[☛ 4.6 Open-Book Leadership]Leaders need to be careful with this one. Leaders andorganizational cultures can create dependencies or,alternately, can encourage self-dependency. Dozens ofstudies show that most, but not all, workers can takeon more responsibility with coaching, some pushing,and lots of positive feedback.[☛ 4.5 Culture]In general, the nature of work is driving a higherinvolvement of workers.Research shows effective leaders adapt their styles tothe situation.[☛ 9.1 Leadership Versatility]You probably need coaching or assistance if the level ofinvolvement needed is “not you.” [☛ 13.1 Coaching]The easiest and best time to establish the level ofinvolvement is in new, “green field” situations.Remember that current systems generally support thecurrent level of involvement.[☛ 2.5 Values, 4.5 Culture]H OW TO USE THIS LEADERSHIP TOOL“Leaders need an ability to look through a variety of lenses. We need to look through the lens of a follower. Weneed to look through the lens of a new reality. We need to look through the lens of hard experience and failure.We need to look through the lens of unfairness and mortality. We need to look hard at our future.”—Max De Pree, LEADERSHIP JAZZIf you want to, or need to, change the level of involvement, adapt and use these suggestions.114 SECTION 4 TOOLS FOR DESIGNING PRODUCTIVE PROCESSES AND ORGANIZATIONS