Introduction
Leadership at various organizations is a great determinant of the success of any company. Leaders in various organizations achieve their goals through their employees. One of the greatest concerns for most employers is how to ensure that their employees are motivated. Motivated employees enable an organization to achieve its goals. To achieve economic success, most organizations are abandoning traditional leadership models such as job titles. Job titles have been around for a long time, and certain leaders believe that for success to be achieved, someone has to be responsible at the workplace. Recent studies have revealed that job titles are limiting to the abilities of the employee, and the shared leadership is most effective if employees understand the why, and are aligned towards a common goal.
Hypothesis: Doing away with job titles will create job enrichment which will in turn help employees understand the why in what they do rather than just the how.
Background of the study
Leadership style is a key component in any organization and determines the motivation of employees at the workplace. A leader is one who is able to empower and inspire their employees to achieve both personal and professional success. To inspire, the leader must possess a number of qualities such as confidence, intelligence, sociable, accountability, decisiveness, sociable, and possess a strong personality. A good leader should be able to inspire people and motivate them to see things from their own perspective . When leaders can inspire a team which shares their goals, then success is guaranteed for the leader as well as for the group.
Results of the study
Results from the study indicate that shared leadership is considered to be advantageous by most people, with most people advocating for team leadership also advocating for the stripping of job titles at the workplace. Stripping employees of their job titles aligns the goals of all the employees at the organization in a common direction, which leads to a more successful organization. Stripping of titles also gets rid of stigmas which are associated with certain job titles at the workplace. The model also boosts the self-esteem of employees at the workplace as employees perceive the job as their own. The model is likely to come up with better leaders by naturally selecting leaders based on circumstances at the workplace. This model evenly distributes leadership and creates job enrichment which gives employees stakes at their appropriate organizations, leading them to thrive at the workplace. The shared leadership model lifts the burden from certain employees at the workplace by distributing leadership and at the workplace. Some people admitted that job titles are limiting as they limit an individual’s role and possible contribution to the organization.
There are some cons to the shared leadership system. Some individuals raised the concern that the issue of motivation is rather personal, and individuals who are motivated by promotions are likely to be demotivated by the stripping of job titles. Another concern is that employees might neglect their original role completely, leaving no one to tend to certain roles at the organization. The model selects leaders naturally, and this might cause feelings of animosity from colleagues. Companies which are used to traditional leadership styles might have a difficult time readjusting, and during the fits stages of adjusting the stripping of job titles might lead to disorganization at the workplace.
Sinek's Model
Law of the diffusion of innovation
The law of diffusion innovation uses the success of earlier innovators and early adopters to motivate individuals. The story telling technique is an effective tool, especially when used with the early majority group. People follow those who lead for themselves and not for the leaders . People want to succeed just like those who have done so before, and therefore are likely to follow in their path, with the aspiration that they will also succeed. Top leaders can achieve this by passing key messages to individuals through briefs and blogs which focus on big success stories. Stories help people create links which are applicable to their situation. The system emphasizes on a traditional culture which is passed on down generations. For the shared leadership to be effective, the organization should be willing to allow the process to take place gradually without rushing the process. Trust is also a very pertinent factor in the process and it is impossible for employees to adapt to the organization’s culture without trust . Trust enhances the adaptation process.
Job Enrichment
Great leaders like Martin Luther king were able to bring change by inspiring thousands to share in their dream and share in these dreams . Organizations with leaders with the ability to inspire people to have more loyal customers and employees and in turn they are also more profitable. These organizations are also innovative and tend to be consistent. Inspired employers will provide its employees with the best work environment which will tap their ability and create the dream job for their employees since they will be happier at their workplace. Inspired leaders treat both employees and customers better. Inspired employees guarantee better economies and better organizations.
Conclusion
In conclusion, the shared leadership style which advocates for the stripping of job titles aligns the goals of all the employees at the organization leading to better results at the workplace. The shared leadership distributes responsibility evenly at the workplace, which gives employees stakes at the workplace causing them to be more motivated. The model is associated with happier employees who are more productivity at the workplace. In order to achieve this, the employers need to uphold transparency at the workplace, by handing down the legacy of the innovators to the employees through key leaders at the organization. Employees are more receptive to success stories from leaders since their desire is to follow their footsteps. Big success stories are meant to align the goals of all its employees which increase productivity at the workplace. To motivate employees towards a common goal, the leader must be able to inspire people, both employees, and customers, as well as other stakeholders. The assimilation into the shared leadership style is difficult and takes a long time since it involves changing certain aspects which are embedded in the culture.
References
Reed, M., Zeeshan, U., Maidment, L., & Williams, C. (2016, April). "How do we encourage and develop more commercially based skills within our workforce with a focs on unfamiliar territories such as income generation and traded services.". Retrieved July 10, 2016, from Aspire Business Partnering Program: http://aspirehrbp.org.uk/wp-content/uploads/sites/51/2015/11/Commercialism.pdf
Sinek, S. (2009). Start with why. Retrieved July 10, 2016, from Start with why: https://www.startwithwhy.com/Portals/0/Downloads/StartWithWHYChapter.pdf
