Fostering positive relationships in the workplace What matters and why? Gery Karantzas A/Prof, School of Psychology, Faculty of Health, Deakin University Director, Science of Adult Relationships (SoAR) Laboratory Founder, www.relationshipscienceonline.com Deakin University CRICOS Provider Code: 00113B
STATE OF THE UNION How much time do Australian’s spend @ work? ABS, Census 2016 3 Deakin University CRICOS Provider Code: 00113B
STATE OF THE UNION 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 4 Deakin University CRICOS Provider Code: 00113B
STATE OF THE UNION Society of Human Resource Management (2016) 5 Deakin University CRICOS Provider Code: 00113B
STATE OF THE UNION Sector disruption/innovation • Technology • Paradigm shift • Societal trends • Needs • Regulatory pressures/changes 6 Deakin University CRICOS Provider Code: 00113B
STATE OF THE UNION 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 7 Deakin University CRICOS Provider Code: 00113B
TIME FOR SOME QUESTIONS? 8 Deakin University CRICOS Provider Code: 00113B
TIME FOR SOME QUESTIONS? 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? 9 Deakin University CRICOS Provider Code: 00113B
WORKPLACE STRESS & CHANGE: THE ROLE OF OTHERS… Workplace Uncertainty We feel Seek out Regulate / ready for stress & / fear / others alleviate challenge change distress Feelings are Feelings are exacerbated suppressed • Say nothing • Vent • Avoid discussion • Seek support • Avoid support Social comparison 10 Deakin University CRICOS Provider Code: 00113B
WORKPLACE SUCCESSES: THE ROLE OF OTHERS… Enhance readiness for Workplace To share the Seek out others next success success challenge/goal Validation of competences Invalidation & effort • Pride • Negative emotions • Sense of accomplishment • Animosity • Positive emotions 11 Deakin University CRICOS Provider Code: 00113B
CONSULTATION 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 12 Deakin University CRICOS Provider Code: 00113B
FAIRNESS 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 13 Deakin University CRICOS Provider Code: 00113B
IN THE MINDS OF EMPLOYEES THE WORKPLACE IS HEAVILY ABOUT THE INTERPERSONAL Factors that are central to people’s psychology about the workplace Support Trust (Sensitive & Responsive) (Confidence/Dependability & Faith) (Personal & Task) Organisational Climate Autonomy Recognition (Independent in Action & (Skills & Capabilities) Thinking) 14 Deakin University CRICOS Provider Code: 00113B
HOW DO WE CONVEY THESE ASPECTS OF ORGANISATIONAL CLIMATE? Considerate Communication Clear Direct (Competent) Honest 15 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 ITS VERY, VERY HARD Support Trust Considerate (Sensitive & Responsive) (Confidence/Dependability & Faith) (Personal & Task) Organisational Climate Communication Clear Direct (Competent) Autonomy Recognition (Independent in Action & (Skills & Capabilities) Thinking) Honest Inspiration/Innovation Transformational Leadership 17 Deakin University CRICOS Provider Code: 00113B
LEADERS & MANAGERS 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’. 18
A MODEL OF LEADERSHIP The Full Range Leadership Model (FRLM. Bass & Avolio, 1997) Transformational Leadership Full Range Leadership Behaviours Model Transactional Passive Avoidant Leadership Leadership Behaviours Behaviours 19
LEADERSHIP IN AUSTRALIA 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 20 Deakin University CRICOS Provider Code: 00113B
LEADERSHIP IN AUSTRALIA 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 management fundamentals such as: • Performance monitoring • Target setting • The appropriate use of incentives • [The interpersonal elements, even less so…] 21 Deakin University CRICOS Provider Code: 00113B
LEADERSHIP IN AUSTRALIA 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 22 Deakin University CRICOS Provider Code: 00113B
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 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 23
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
A CASE IN POINT WHERE FOCUSING ON RELATIONSHIPS MATTERS Karantzas et al., (2019) •Trust •Knowledge •Support •Skills TWO Outcomes •Training oc •Cohesion •Efficacy GROUPS (12 mths) •No training •Communication •Referral Processes •Leadership 25 Deakin University CRICOS Provider Code: 00113B
FINAL WORDS… 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 26 Deakin University CRICOS Provider Code: 00113B
FEEL FREE TO CONNECT Gery Karantzas: gery.karantzas@deakin.edu.au 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 27 Deakin University CRICOS Provider Code: 00113B
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