Our working world is in a constant state of change. New forms of collaboration and mega trends such as digitalisation, but also the influence of the so-called VUCA world (Volatility, Uncertainty, Complexity, Ambiguity) are breaking through old structures. This is accompanied by social changes and new expectations of employees.
Olga Gerashchenko emphasises in her publication that meaning-oriented companies are more profitable and innovative and their employees are more motivated. But how does a company succeed in elaborating its own meaning and communicating it to all employees? What role do managers have to play in meaning orientation for themselves and, above all, for their employees? And what does that mean in concrete terms for everyday leadership?
Gerashchenko explains which competencies a manager must have in order to be able to lead his or her employees according to the meaning of a company. She shows how to develop a living culture in a team, but also in the entire company. She also makes clear how important authenticity is in this process. Her book is a helpful guide for Purpose Driven Organisations.
From the contents:
- Corporate Values;
- Corporate culture;
- Employee motivation;
- Employee retention;
- Leadership Style
Table of Contents
1 Introduction
1.1 Questions
1.2 Structure of the paper
2 Purpose/Meaning and its Meaning
2.1 Purpose Driven Organisation: definition
2.2 Terms purpose and meaning: Demarcation / Definition
2.3 Purpose of the company
2.4 What sense orientation is there for companies?
3 Sense orientation, cultural change and Role of the leader in this process
3.1 Relationship between meaning orientation and leadership role
3.2 Culture and cultural change
3.3 Role of the manager in cultural change
4 New role of the manager in "Purpose Driven Organizations"
4.1 Leadership styles with mention of meaning orientation
4.2 Management-effective instruments in Purpose Driven Organisations.
4.3 Explanation of the need for a new approach
5 Good Future Leadership (GFL)®: leading according to the meaning of the company
5.1 Organization and meaning (sense as an orientation star)
5.2 Sense of meaning in the workplace
6 Competencies of the manager in Purpose Driven Organizations
6.1 Self-guided tour: Behavior and competencies of the manager for self-leadership
6.2 Behavior and competencies of the manager in employee management
6.3 teamwork: Characteristics and competencies of the manager in teamwork
6.4 organization: Behavior and competencies of the manager in relation to the organization
6.5 methodology
7 Summary
Objectives and Topics
The primary objective of this thesis is to investigate the essential competencies required by managers to effectively lead employees in alignment with a company's purpose. The central research question explores how leadership roles must evolve in "Purpose Driven Organizations" to ensure that both the overarching corporate meaning and individual employee purpose are harmonized for sustainable organizational success.
- The conceptualization and definition of "Purpose" and "Meaning" in professional environments.
- The interrelationship between corporate culture, cultural change processes, and leadership.
- The development of the "Good Future Leadership (GFL)®" model as a practical framework.
- The identification of key management competencies for fostering purpose-oriented work.
- Methodological approaches for implementing and anchoring purpose within team structures.
Excerpt from the Book
2.1 Purpose Driven Organisation: definition
As a rule, it describes organizations that are looking for a purpose (common sense or purpose) and align their actions accordingly. As Fink writes: "They are organizations whose heart and engine are a 'higher purpose'. An energy‐ and orientation‐creating conviction and motivation to make a contribution to something that goes far beyond one's own advantage and benefit". (Fink & Moeller, 2018). Thus, the sense or purpose of Purpose Driven Organizations lies outside the pure profit orientation and offers employees additional opportunities to experience their own purpose in everyday working life.13 As described in Chapter 2.4, this description does not always apply, as the understanding of meaning can be interpreted differently in companies.
Since no analogous or meaningful descriptions could be found in the German literature, the author will call in her work companies that have found meaning in their work Purpose Driven Organizations.
Summary of Chapters
1 Introduction: Discusses the VUCA world and the shift in employee values toward meaning, establishing "Purpose Driven Organizations" as the focus of the thesis.
2 Purpose/Meaning and its Meaning: Defines purpose and meaning through psychological and organizational lenses, distinguishing between emotional and factual dimensions.
3 Sense orientation, cultural change and Role of the leader in this process: Examines how leadership roles influence corporate culture and drive the necessary changes to anchor purpose.
4 New role of the manager in "Purpose Driven Organizations": Analyzes how the manager's role must evolve, highlighting the need for an integrating concept to bridge corporate and personal purpose.
5 Good Future Leadership (GFL)®: leading according to the meaning of the company: Introduces the author's proprietary "Good Future Leadership" model and its application within organizational structures.
6 Competencies of the manager in Purpose Driven Organizations: Details specific leadership behaviors and practical tools, such as the "Matrix of Meaning," to facilitate purpose-driven management.
7 Summary: Recaps the key findings and the necessity for leaders to adopt authentic, purpose-aligned behaviors to foster motivated, high-performing teams.
Keywords
Purpose, Meaning, Purpose Driven Organizations, Leadership, Corporate Culture, Cultural Change, Good Future Leadership, GFL, Self-reflection, Management Competencies, Employee Motivation, Values, Teamwork, Organizational Development, Authentic Leadership.
Frequently Asked Questions
What is the core focus of this research?
The work examines the shift toward "Purpose Driven Organizations" and investigates how managers can effectively lead employees by aligning personal and corporate values.
What are the central themes of the work?
Key themes include the definition of meaning in the workplace, the role of leadership in cultural change, and the development of specific competencies for purpose-oriented management.
What is the primary research goal?
The goal is to determine which specific competencies are necessary for a manager to lead employees in accordance with the corporate purpose and to develop a practical model for this purpose.
Which scientific methods are utilized?
The thesis utilizes intensive literature research combined with the author’s practical experience and observations from professional "purpose teams" and coaching scenarios.
What does the main body of the work cover?
It covers the definition of purpose, the relationship between leadership and culture, the new role of managers in purpose-driven firms, and practical methods for fostering shared meaning.
What are the main keywords defining this work?
Primary keywords are Purpose, Leadership, GFL (Good Future Leadership), Corporate Culture, Meaning, and Managerial Competencies.
What is the "Good Future Leadership (GFL)®" model?
It is an original framework developed by the author that combines the overarching corporate purpose with individual employee sense to improve both financial success and social/environmental impact.
How can managers support purpose in a team?
Managers can use tools like the "Matrix of Meaning" or the "Empty Chair" method to facilitate reflection, align tasks with higher goals, and foster a sense of "WE-feeling" within the team.
- Quote paper
- Olga Gerashchenko (Author), 2020, Good Future Leadership as a new leadership style in Purpose Driven Organisations, Munich, GRIN Verlag, https://www.grin.com/document/1187325
