Upload
others
View
3
Download
0
Embed Size (px)
Citation preview
Deakin University CRICOS Provider Code: 00113B
What matters and why?
Fostering positive relationships in the workplace
Gery KarantzasA/Prof, School of Psychology, Faculty of Health, Deakin UniversityDirector, Science of Adult Relationships (SoAR) LaboratoryFounder, www.relationshipscienceonline.com
Deakin University CRICOS Provider Code: 00113B
STATE OF THE UNION
3
How much time do Australian’s spend @ work?
ABS, Census 2016
Deakin University CRICOS Provider Code: 00113B
STATE OF THE UNION
4
We have an innate need for human connection ‘from cradle to grave’ (p.129, Bowlby, 1979)
Having meaningful and positive relationships at work (with leaders, friends, co-workers) impact (Bass & Avolio, 1997; Desanctis & Karantzas, 2008. 2009; Gallup, 1999; Karantzas et al., 2012, 2016):
• Job satisfaction• Job turnover • (intention to quit)
• Organisational Citizenship Behaviour• (courteous, conscientious, altruistic, sports[person]-like, civic duty)
• Sense of empowerment and efficacy
Deakin University CRICOS Provider Code: 00113B
STATE OF THE UNION
5Society of Human Resource Management (2016)
Deakin University CRICOS Provider Code: 00113B
STATE OF THE UNION
6
Sector disruption/innovation• Technology• Paradigm shift• Societal trends• Needs• Regulatory pressures/changes
Deakin University CRICOS Provider Code: 00113B
STATE OF THE UNION
7
Disruption and innovation can be viewed as an:• Opportunity• Stress, concern or challenge • Often about managing risk, uncertainty, and change• We especially need positive workplace relations in times of stress and
challenge
Deakin University CRICOS Provider Code: 00113B
TIME FOR SOME QUESTIONS?
8
Deakin University CRICOS Provider Code: 00113B
TIME FOR SOME QUESTIONS?
9
What things matters most in developing/maintaining positive workplace relations?
To what extent do you do the things that matter well?
To what extent do you do these things well in times of workplace stress and strain?
Deakin University CRICOS Provider Code: 00113B
WORKPLACE STRESS & CHANGE: THE ROLE OF OTHERS…
10
Workplace stress & change
Uncertainty / fear / distress
Seek out others
Regulate / alleviate
We feel ready for challenge
Feelings are exacerbated
Feelings are suppressed
• Vent• Seek support
• Say nothing • Avoid discussion • Avoid support
Social comparison
Deakin University CRICOS Provider Code: 00113B
WORKPLACE SUCCESSES: THE ROLE OF OTHERS…
11
Workplace success Seek out others To share the
success
Enhance readiness for
next challenge/goal
Validation of competences & effort Invalidation
• Pride • Sense of accomplishment• Positive emotions
• Negative emotions• Animosity
Deakin University CRICOS Provider Code: 00113B
Formal and informal (big or small) consultation matters…
Treated with respect
Your knowledge, thoughts and feelings matter you are valued•Otherwise you are a means to an end; perceived as if you have no feelings
Mitigate risk (all change is risky)
You get a sense of how leaders want to manage organisational change
Its about fairness
CONSULTATION
12
Deakin University CRICOS Provider Code: 00113B
Two types of fairness (justice)…
Outcomes: Rewards/costs
Process: Transparency, having a voice (being heard)
• Even if outcomes aren’t ideal, if procedural justice is high, people come around
• Half the time its not the outcome, its that they thought the process to achieve the outcome was unfair
FAIRNESS
13
Deakin University CRICOS Provider Code: 00113B
Factors that are central to people’s psychology about the workplace
IN THE MINDS OF EMPLOYEES THE WORKPLACE IS HEAVILY ABOUT THE INTERPERSONAL
14
Trust(Confidence/Dependability
& Faith)
Support (Sensitive & Responsive)
(Personal & Task)
Autonomy(Independent in Action &
Thinking)
Recognition(Skills & Capabilities)
OrganisationalClimate
Deakin University CRICOS Provider Code: 00113B
HOW DO WE CONVEY THESE ASPECTS OF ORGANISATIONAL CLIMATE?
15
Communication (Competent)
Considerate
Direct
Honest
Clear
Deakin University CRICOS Provider Code: 00113B
HOW DO WE CONVEY THESE ASPECTS OF ORGANISATIONAL CLIMATE?
16
Deakin University CRICOS Provider Code: 00113B
LEADERSHIP MATTERS, WE ALL NEED TO BE LEADERS, BUT ITSVERY, VERY HARD
17
Communication (Competent)
Considerate
Direct
Honest
Clear
Trust(Confidence/Dependability
& Faith)
Support (Sensitive & Responsive)
(Personal & Task)
Autonomy(Independent in Action &
Thinking)
Recognition(Skills & Capabilities)
OrganisationalClimate
Inspiration/Innovation
Transformational Leadership
LEADERS & MANAGERS
18
LEADERS MANAGERS
Sets a new direction for a team. Directs and controls according to established principles.
Innovates Administers
Inspires trust Relies on control
Ask ‘what’ and ‘why’ Ask ‘how’ and ‘when’.
A MODEL OF LEADERSHIP
The Full Range Leadership Model (FRLM. Bass & Avolio, 1997)
19
Full Range Leadership Model
Transformational Leadership Behaviours
Passive Avoidant Leadership Behaviours
Transactional Leadership Behaviours
Deakin University CRICOS Provider Code: 00113B
Study of Australian Leadership (SAL)
• 8,000 individuals across 2,703 organisations and 2,561 workplaces
• Respondents included senior leaders (such as CEOs), workplace leaders and specialists (such as HR managers), frontline leaders and employees
LEADERSHIP IN AUSTRALIA
20
Deakin University CRICOS Provider Code: 00113B
Frontline leadership matters most for employees, shaping the experience of work and creating a positive climate for innovation and performance
Many leaders and managers are not mastering basic managementfundamentals such as:• Performance monitoring• Target setting • The appropriate use of incentives• [The interpersonal elements, even less so…]
LEADERSHIP IN AUSTRALIA
21
Deakin University CRICOS Provider Code: 00113B
Too many Australian organisations underinvest in leadership development, especially at the frontline• Working with different personalities
– (often tools that do not have a strong evidence base)• Emotional intelligence
– (emotional intelligence doesn’t perfectly explain how to deal/lead people)• Communication or managing conflict
– (devoid of the all the other interpersonal components that matter)• Leadership/management training at the wrong level
– (the use of frameworks that are not supported by research)• Little if any rigorous and systematic training in interpersonal skills
LEADERSHIP IN AUSTRALIA
22
LEADERSHIP NEED NOT BE HIERARICICHAL
In traditional hierarchies the leader is responsible for the outputs of that group
As a result, leaders don’t often see the common goals of the organisation• Competition rather than co-operation is fostered
23
This type of structure often leads to the formation of ‘in-groups’ and ‘out-groups’
This may result in:• Exaggerating differences between groups• Lack of collaboration between groups• Lack of communication between groups• Lack of interaction between groups
COLLABORATIVE LEADERSHIP
Effective leadership is not about having one person act as a leader
Effective leadership is about having a group of people act as leaders
The complex and changing nature of organisations requires leadership teams rather than individuals to solve problems
While leadership may sometimes fall on one individual, increasingly leadership occurs at a group level
•contributions from different people
Effective leadership is about having leaders act as their own team and ‘collaborating together’ [often this leadership is informal]
“Many hands make light work”24
Deakin University CRICOS Provider Code: 00113B
A CASE IN POINT WHERE FOCUSING ON RELATIONSHIPS MATTERS
25
•Training•No training
TWO GROUPS
•Trust•Support•Cohesion•Communication•Leadership
oc•Knowledge•Skills•Efficacy•Referral
Processes
Outcomes (12 mths)
Karantzas et al., (2019)
Deakin University CRICOS Provider Code: 00113B
No matter what organisation or workplace, fostering positive workplace relationships is hard work
But the investment results in great things for the employee, the leader, and the organisation
Importantly, taking care of one another (and oneself) ensures that in a sea of opportunity, disruption, and innovation, people feel:
• Valued• Respected• Supported• Competent
FINAL WORDS…
26
Deakin University CRICOS Provider Code: 00113B
Gery Karantzas: [email protected]
Science of Adult Relationships (SoAR) Laboratory
https://www.deakin.edu.au/psychology/our-research/science-of-adult-relationships-laboratory
Relationship Science Online www.relationshipscienceonline.com.au
LinkedIn: https://au.linkedin.com/in/gery-karantzas
FEEL FREE TO CONNECT
27
STAYCONNECTEDwith your Alumni Community
Are your contact details up-to-date? Ask us to check.
To update your contact details: • complete an update your details form• visit engage.deakin.edu.au• email [email protected]
You are an important part of Deakin.
Deakin University CRICOS Provider Code 00113B
@deakinalumni
company/deakinalumniDeakin Alumni
BOOST YOUR CAREER TRA JECTORY15% OFF POSTGRADUATE COURSE FEES FOR DEAKIN ALUMNI AND IMMEDIATE FAMILY MEMBERS
Melbourne Burwood
Geelong WaurnPonds
Geelong Waterfront
Warrnambool Cloud Campus
STUDY AT ONE OF OUR FIVE CAMPUSES
DEAKIN ALUMNI
For more information please ask us or [email protected]
Terms and conditions applyDeakin University CRICOS Provider Code 00113B
Deakin University CRICOS Provider Code: 00113B
Rex Carland
32