Autonomous
/ Interdependent Leadership
and
the Process of Organizational Intervention
According
to Kofodimos, research has proven that a balanced approach between
autonomous and interdependent
leaderships are most effective in nurturing and managing employees. A study assessing these contrasting styles
“found that managers evaluated as high-performing by senior management and seen
as effective leaders by their co-workers demonstrated a higher level of both
autonomous leadership practices and interdependent leadership practices than
did managers in a control group” (Kofodimos, 1993, p. 124). These findings
mirror the mastery and intimacy oriented approaches. The nurturing and encouragement methods help
increase productivity, creativeness, confidence, and commitment. Also, managers achieving success in their
personal work / life balance are more prone “to feel that it is incumbent on
them to support the development of others whose lives they affect” (Kofodimos,
1993, p. 124 & 126). This awareness
may very well be the beginnings of the organizational intervention.
In
other words, organizational intervention sprouts as progressive leaders intervene within their staff to enhance awareness and establish practices and policies which foster balance (Kofodimos, 1993). Kofodimos
explains the process of organizational intervention toward balance in nine
phases as illustrated by the following.
Phase 1: Organization as Part of Network of Balanced
Commitments
1. Management & employees must assess their
values & level of commitment.
2. Discovery of the organization’s focus &
emphasis begins.
3. Management ponders how to encourage &
reward their employees.
Phase 2: Leadership Profile, Balancing Mastery &
Intimacy:
- Managers utilize these approaches to determine the difference between how ‘typical’ & the ‘best’ leaders function.
- Gain an understanding of these patterns in leadership qualities & reflect on the benefits & costs.
Phase 3: Integrating Organizational Aspirations &
Human Development
1.
Integrating the company’s interests & individual
needs.
2.
Defining the employee’s input & judgment into
performance criteria.
3.
Assessing how career systems & personal development
may co-exist.
4.
Incorporating employees into the company’s vision by
building a network of those who believe in the balance.
5.
Establishing a clear conviction / statement in favor of
said balance & integrating it into the mission & practices.
6.
Combining individual self-realization with the
improvement of the organization’s desires of success.
Phase 4: Vision of the Integration b/t Organizational
Aspirations & Human Development
1.
Effectively communicating in order to find common
ground between productive
individuals &
organizational functioning via self-realization.
Phase 5: Vision of the Desired Leadership Culture
1.
Discussions concerning employee desires from leadership & a realization of the
type of leaders they
themselves aspire to be by assessing skills & quality.
2.
Tying the ‘ideal leader’ profile directly to bettering
the organization overall.
Phase 6: Organization’s Place in the
Individual’s Life Structure of Balanced Commitments
1.
The vision comes of age as the organization encourages & enhances leadership qualities among the employees.
2.
Dialogue leads to action & a support team is forged
in effort to support & pursue balance.
3.
Continued involvement builds the network of balance
advocates.
Phase 7: Encouraging Managers to Balance Work &
Other Priority Commitments
1.
An organizational atmosphere is sought that allows
managers / executives to create a work / life balance (focus on time, energy, & commitment).
2.
Strategies are reviewed & / or developed in order to
achieve balance.
Phase 8: Encouraging a Balance of Mastery &
Intimacy Oriented Leadership Qualities
1.
Create a support system that encourages mastery &
intimacy behaviors tailored to the individual leader’s skill, talent, and
preferences.
2.
Establish leadership training programs, etc. that
explain the new leadership model.
3.
Develop goals & plans.
Phase 9: Strategies for Supporting the Pursuit of
Personal Values & Missions
1. Form an organizational atmosphere that encourages
self-realization.
2. Take charge of personal development.
3. Support the system through compliance to change,
participation, & career planning.
4. Increase team involvement & collectively define
present performance & future career
success.
success.
5. Build a strong organization that values & supports
balance. (Kofodimos, 1993).
References:
Kofodimos, J. (1993). Balancing
Act. San Francisco, CA: Jossey-Bass Publishers.
