Encyclopedia of Leadership

HOW 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. We

need 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 JAZZ

If you want to, or need to, change the level of involvement, adapt and use these suggestions.

114 SECTION 4 TOOLS FORDESIGNINGPRODUCTIVEPROCESSES ANDORGANIZATIONS

The results required

The maturity of the

workers

The nature of the

work

Your natural style

The culture of the

organization

The guideline What to look for Remarks

➠The optimal level of involvement

starts with a clear statement of

results. Involvement is generally a

means, not an end in itself.

[☛1.7 Results-Based Leaders]

➠Some workforces are more than

prepared to take on responsibility,

and are pressuring leaders to let it

happen. However, if the

workforce doesn’t have the

knowledge, skills, or values for

self-direction, there is no point in

establishing self-managed teams.

➠The rise of knowledge work is

pushing toward more substantive

involvement by workers.

[☛9.2 Situational Leadership]

Among other things, if the work:

➠requires a high level of

innovation or quality,

➠is very technical,

➠is nonroutine, or

➠requires a team approach because

no one person has all the

answers, then higher levels of

involvement are called for.

Assess your own personal style for:

➠the amount of control you can

give up, and

➠the amount of risk you can bear.

➠Organizations often have cultures

that are rooted in past practices

and events. These cultures are

notoriously hard to change.

[☛2.5 Values, 4.5 Culture]

Involvement can also be valued in its own right—

think of democracy, which is probably inefficient in

many respects.

[☛4.6 Open-Book Leadership]

Leaders need to be careful with this one. Leaders and

organizational cultures can create dependencies or,

alternately, can encourage self-dependency. Dozens of

studies show that most, but not all, workers can take

on more responsibility with coaching, some pushing,

and lots of positive feedback.

[☛4.5 Culture]

In general, the nature of work is driving a higher

involvement of workers.

Research shows effective leaders adapt their styles to

the situation.

[☛9.1 Leadership Versatility]

You probably need coaching or assistance if the level of

involvement needed is “not you.” [☛13.1 Coaching]

The easiest and best time to establish the level of

involvement is in new, “green field” situations.

Remember that current systems generally support the

current level of involvement.