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5 Unexpected Qualities of Meaningful Work

3/31/2017

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What makes your work meaningful? Are there common characteristics of meaningful work? Catherine Bailey (University of Sussex) and Adrian Madden (University of Greenwich) sought to answer this latter question in research reported in the MIT Sloan Management Review in 2016. For leaders and managers they listed “deadly sins” that destroy employee meaningfulness, which I discussed in a previous blog.
 
Bailey and Madden interviewed 135 people in the United Kingdom from many different occupations. Their research confirmed factors previously identified such as:
  • sense of pride in work well done
  • interesting, absorbing, or creative work
  • recognition from others.
But they concluded these were not sufficient and identified “five unexpected features of meaningful work”:
  1. Self-transcendent. Work is meaningful “when it mattered to others more than just to themselves.” For example, a garbage collector feeling value in knowing the trash he collected was being recycled, that he was making a small contribution to a better environment for others.
  2. Poignant. Meaningful work is not necessarily associated with being engaged or happy. Challenging, even negative work experiences can hold rich significance, e.g., a nurse with a patient at the end of a life.
  3. Episodic. Meaningfulness occurs in moments and comes and goes. In the midst of their work days people may not be conscious of the meaningfulness of work except when strong experiences occur that highlight that meaningfulness, e.g., a stonemason witnessing the unveiling of a structure he helped build. 
  4. Reflective. “Meaningfulness was rarely experienced in the moment but rather in retrospect and on reflection . . .”  For example, a leader is about to turn off the lights after a business Christmas party, pauses, and then reflects on the great year that just passed and the achievements.
  5. Personal. Meaningful work went beyond engagement or satisfaction at work and seemed more connected to life satisfaction and “personal life experiences.” For example, a musician was deeply moved when his father for the first time saw him perform in public.

Bailey and Madden concluded that it is a complex undertaking for organizations to help employees see work as meaningful, a much more difficult undertaking than increasing engagement or job satisfaction.
 
My take-aways:
 
1.  The five characteristics of meaningful work identified by Bailey and Madden were just one part of a much larger article. Even so, these characteristics deserve more discussion and research. Their research is descriptive based on interviews. Are there prescriptive ideas we can develop from their findings, suggestions that leaders may find helpful?
 
2. I agree that it is a difficult task to help employees see work as meaningful. But I am a tad more optimistic than the authors. Ultimately it is the individual who gives meaning to anything, including work. However, a leader can create an environment where meaningfulness is more easily seen, especially through words and actions that show connections of work to the bigger picture, words and actions of appreciation, words and actions that share the meaning the leader finds in the work being accomplished.
 
Bailey, C., & Madden, A. (2016). What makes work meaningful -- or meaningless. MIT Sloan Management Review, 57(4), 53-61.
 
Image, "Waste collector at work in Nice (France)" by KevinB.
Retrieved from: https://commons.wikimedia.org/wiki/File:Waste_collector_in_Nice.JPG
Used with permission:  https://creativecommons.org/licenses/by-sa/3.0/
 
© John Ballard, PhD,  2017. All rights reserved.
 
Author of Decoding the Workplace, BEST CAREER BOOK Next Generation Indie Book Awards 2016.
 _________________________
"Decoding the Workplace: 50 Keys to Understanding People in Organizations is as informed and informative a read as it is thoughtful and thought-provoking. . . Decoding the Workplace should be considered critically important reading for anyone working in a corporate environment." —Midwest Book Review

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Leadership Theories: An Update on Which are Most Googled

3/15/2017

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​What are the most popular leadership theories?  In 2014 Jessica Dinh, Robert Lord and colleagues answered the question of which theories are most popular among researchers. Examining 12 years of studies published in academic journals, they found the most studied were:
  • Transformational 20%
  • Traits 16%
  • Leader-exchange 15%
Among other theories were:
  • Authentic leadership 4%
  • Servant leadership 1%
But which were the most popular? To answer that question, in 2014 I did a google trend search and found servant leadership, one of the most popular theories, generated very little research. I discussed the Dinh et al. study and the results of my google trend search in a blog in September of 2014. It has been one of my most popular blogs.
 
I thought it would be interesting to update the google trend search. I used the time frame September 22, 2014, to March 15, 2017, across all categories, worldwide. Which are the most googled leadership theories? The results are shown here:
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  • Yellow – Transformational leadership
  • Blue – Servant Leadership
  • Green – Leadership Traits
  • Red – Authentic Leadership 
Transformational leadership remains the most googled, followed by servant leadership.
 
My take-aways:
 
1. The ranking of theories based on google searches is consistent with my 2014 trend search. Transformational and servant leadership are the two most googled leadership theories.
 
2.  More research is needed on servant leadership. I googled “transformational leadership” and “servant leadership.” In my opinion the transformational leadership search resulted in more evidence-based information.
 
3. Around the holiday season google searches on leadership theories greatly decline. My hypothesis is that students have turned in their well-googled papers on leadership and are now enjoying the holidays. 
 
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. The Leadership Quarterly, 25, 36-62.
 
Image of trends for these leadership approaches made using data generated by Google Trends Tool 
 
https://trends.google.com/trends/explore?date=2014-09-22%202017-03-15&q=servant%20leadership,authentic%20leadership,transformational%20leadership,leadership%20traits
 
© John Ballard, PhD,  2017. All rights reserved.
 
Author of Decoding the Workplace, BEST CAREER BOOK Next Generation Indie Book Awards.
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