How self-leadership works in a self-organized work context
The IAP Institute for Applied Psychology at the ZHAW Zurich University of Applied Sciences has devoted itself to the topic of "Self-leadership" as part of the study series "People in the world of work 4.0" and interviewed 32 professionals and managers who already work in a self-organized context.
Self-organized work is becoming increasingly important in everyday working life. Companies are increasingly moving away from hierarchical structures and relying more and more on self-organization and agile forms of working. In the process, employees and teams are challenged to lead themselves. The fact that many people are currently working in home offices due to the Corona pandemic reinforces this trend. How do people experience themselves in self-organized work contexts? How do they lead themselves? What opportunities do they recognize and take advantage of? What challenges do they face? What competencies are helpful in leading themselves well?
Self-leadership is demanding
At the individual level, it is evident that employees appreciate the extended scope for creativity and the increased influence they can exert through their own decisions. This strengthens their self-efficacy and increases their sense of purpose. This is reflected in the increase in motivation and commitment. However, self-leadership requires a continuous willingness to develop and change, the ability to reflect, self-initiative and a high sense of responsibility.
Openness and willingness to change are required
In general, high intrapersonal and interpersonal skills as well as professional skills are rated as important. Professionally, employees should be able to structure and process complex content. Openness to new things and a high, continuous willingness to learn are required. Self-leadership requires stamina, discipline, self-confidence and mental strength in dealing with pressure situations. Since many agreements are necessary to organize together and yet independently, a high level of social competence as well as a distinct ability to deal with conflict is central.
Cooperation at eye level
At the team level, the self-organized colleagues notice an increased exchange among each other and a high level of motivation. The general readiness for self-responsibility and the definition of clear goals and responsibilities promote successful cooperation within the team. A pronounced appreciation was also noted due to working at eye level. Trust and psychological security in the team are of high importance. On the other hand, a lack of communication and prioritization or a lack of transparency in the distribution of tasks hinder cooperation. Conflicts in self-organized teams are often negotiated dialogically and independently, with specific roles for conflict management.
More freedom versus excessive demands
At the organizational level, transparency, clear definitions of roles and goals, and a working climate conducive to learning are perceived as supportive framework conditions. Overly sanctioning corporate cultures and micromanagement make self-leadership more difficult. Self-leadership requires more communication. Furthermore, the organization must be aware that increased self-leadership also poses the risk of overstraining and overtaxing employees. Appropriate framework conditions and the existence of a good error culture and psychological security can counteract this. Companies can thus actively promote a self-leading way of working.
Source and further information: www.zhaw.ch/psychologie
