Page 194 - leadership-experience-2008

CikguOnline
CikguOnline
CHAPTER 6: COURAGE AND MORAL LEADERSHIP 175
enterprise. Leaders are responsible for outcomes, and they may act as mentors and
coaches. They have given up some of their control, but they are still responsible for
the morale, emotional well-being, and performance of subordinates, which can lead
to treating followers as if they are not able to think for themselves. 33

Stewardship
Stewardship is a pivotal shift in leadership thinking. Followers are empowered to
make decisions and they have control over how they do their own jobs. Leaders
give followers the power to infl uence goals, systems, and structures and become
leaders themselves. Stewardship supports the belief that leaders are deeply account- Stewardship
Stewardship
a belief that leaders are deeply
able to others as well as to the organization, without trying to control others, a belief that leaders are deeply
accountable to others as well
define meaning and purpose for others, or take care of others. In fact, steward- accountable to others as well

34
as to the organization, without
as to the organization, without
ship has been called an alternative to leadership because the spotlight is on the trying to control others, defi ne
trying to control others, defi ne
meaning and purpose for others,
people actually doing the work, making the product, providing the service, or meaning and purpose for others,
or take care of others
working directly with the customer. Four principles provide the framework for or take care of others
stewardship.
1. Reorient toward a partnership assumption. Partnership can happen only
when power and control shift away from formal leaders to core workers.
Partners have a right to say “no” to one another. They are totally honest
with one another, neither hiding information nor protecting the other
from bad news. In addition, partners (leaders and followers) are jointly
responsible for defining vision and purpose and jointly accountable for
outcomes.
2. Localize decisions and power to those closest to the work and the customer.
Decision-making power and the authority to act should reside right at the
point where the work gets done. This means reintegrating the “managing”
and the “doing” of work, so that everyone is doing some of the core work
of the organization part of the time. Nobody gets paid simply to plan and
manage the work of others.
3. Recognize and reward the value of labor. The reward systems tie
everyone’s fortunes to the success of the enterprise. Stewardship involves
redistributing wealth by designing compensation so that core workers
can make significant gains when they make exceptional contributions.
Everyone earns his or her pay by delivering real value, and the organization
pays everyone as much as possible.
4. Expect core work teams to build the organization. Teams of workers who
make up the core of the organization or division define goals, maintain
controls, create a nurturing environment, and organize and reorganize
themselves to respond to a changing environment and the marketplace
they serve.

Stewardship leaders guide the organization without dom- Action Memo
inating it and facilitate followers without controlling them. Stew- As a leader, you can apply the principles
partners by sharing power and authority
ardship allows for a relationship between leaders and followers of stewardship and treat followers as true
in which each makes significant, self-responsible contributions to for setting goals, making decisions, and

organizational success. In addition, it gives followers a chance to maintaining control over their own work and
use their minds, bodies, and spirits on the job, thereby allowing
them to be whole human beings. performance.
Stewardship leaders can help organizations thrive in today’s com-
plex environment because they tap into the energy and commitment
of followers. Although the ideas we have discussed may sound new, an