The last year or so has seen a renewed focus on our purpose, both in terms of ourselves as individuals, but also that of our organizations. The conversation was nicely encapsulated in a recent study exploring the impact of ‘values misalignment’ at work. This typically involves a general disengagement in ones work, and a reluctance to do anything that falls beyond ones official job description. In the end, it usually results in that individual leaving the organization.
A recent report for the Chartered Institute for Personnel & Development (CIPD) examined the role of ‘purposeful leadership’. The report revealed that employees are happier and more productive when their leaders show morals and a clear commitment to stakeholders.
Having purpose
What’s more, employees working under such leaders are less likely to quit, more likely to go the extra mile and are less cynical about their workplace.
“Our study shows that the modern workplace is as much a battle for hearts and minds as it is one of rules and duties. People increasingly expect an organisational purpose that goes beyond a mere focus on the bottom line, beyond the kind of short-termist, financial imperatives that are blamed by many for causing the 2008 recession,” the authors say.
As such, employees tend to respond to leaders who show that they care about things other than just themselves, whether that’s inside the organization or in the wider community. This is key as a study I wrote about earlier this year highlighted the importance of authenticity when trying to exhibit morals at work.
If employees suspect that leaders are primarily self-serving and not genuine, it can not only fall flat, but often have a negative impact on performance and engagement levels.
“Management strategies like this, when executed badly, leave huge numbers of workers who feel compelled to act as if they find their work meaningful, even if they do not,” the authors say.
“This may be for career advancement, the wish to feel good about oneself or the fear of negative outcomes, such as job loss, stigma or career blocking.”
Lacking purpose
The risks involved in getting it wrong perhaps go some way towards explaining why so few managers seem willing to show clear and visible purpose at work. The CIPD paper reports that just 1/5 leaders regard themselves as a ‘purposeful leader’.
The authors suggest that if organizations wish to promote such leadership, they can start by providing a clearer vision and organizational culture, with training and development provided to ensure it’s aligned and communicated effectively.
“If organisations are serious about acting on the rhetoric of business purpose, and are to invest in achievement of their purpose, they have to reconsider the ways they select, develop and assess leaders,” they say. “The traditional focus on leader behaviours 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.”
Whilst it’s almost inevitable that there will be a slight disconnect between the values of leaders and their organization, and indeed between leaders and their team, the authors suggest that the key is to try and ensure they complement one another as best as they can. It’s something that is perhaps easier said than done.
