their jobs and modify their job characteristics. Since job crafting includes individual proactivity and self-initiated job changes, it can complement traditional top-down job redesign approaches.”
A CULTURE OF TRUST FROM THE TOP DOWN Dr John Blakey, an executive coach and author of ‘Force for Good: How to thrive as a purpose-driven leader’ (August 2024, Kogan Page) is the founder of The Trusted Executive, a leadership development consultancy helping organisations to create a new standard of leadership based on trust. As a pioneering executive coach, Dr Blakey has a unique track record as a global thought leader and former FTSE 100 international managing director, who has also supported those who nurture the performance of high-level and high-profile sports teams. He believes managers should focus on creating a
‘results-only work environment’ (ROWE), whether that is working from home, in the office or hybrid working. “Successful teams create a ‘results-only work
“A key driver of job satisfaction is the sense of job
autonomy and control that employees have over various aspects of their work, including their schedule and location,” she says. “To improve employee engagement and motivation, managers can facilitate employees being empowered to shape their jobs to make them more meaningful and enjoyable.” She suggests that forcing employees to lose the work
flexibility they prefer or need could negatively affect their performance. There is also some misconception about working from home, as it doesn’t necessarily mean doing so full-time. “Research indicates that, ideally, working two or three days at the office in a five-day week is optimal in terms of the benefits it brings to employees and employers,” she says. “Additionally, for homeworking to be effective, it
needs to be voluntary. Overall, the main idea is that employers should offer working practices that address employees’ needs and preferences to maximise employee productivity.” Since having a more flexible working policy can
positively impact employee motivation, engagement, job satisfaction and job performance, there is a strong business argument for allowing flexibility. One reason for these effects, she says, is that employees may perceive an increase in organisational support, meaning they feel that their organisation cares about them. Research also suggests that these positive effects extend not only to employees who use flexible working practices, but also to those who are aware of them although do not use them. “Employees having the freedom to shape their work
sounds like job crafting,” she says. “Job crafting involves employees making changes to their job demands and resources to create a more meaningful, engaging and satisfying work experience. Organisations can foster job- crafting behaviour by creating supportive conditions by recognising individuals as proactive agents who shape
environment’, regardless of location, to boost levels of productivity, engagement and motivation,” he says. “That is what is needed to boost productivity now we’re outside of the crisis-driven ‘we’re all in it together’ mindset from the pandemic. “Employees need to be trusted to choose when and
where we work. Fundamental to enabling this culture is that all team members are rewarded on outcomes, not activities.” Dr Blakey says managers who thrive in any location
have learnt they need to rely on the power of trust, rather than trusting in power as with traditional leadership. With a workforce that increasingly doesn’t want to be told what to do, people need to be empowered to be trusted in the job they do and deliver the results required of them. By creating new, high-trust workplace cultures,
“ JOB CRAFTING INVOLVES EMPLOYEES MAKING CHANGES TO THEIR JOB DEMANDS AND RESOURCES TO CREATE A MORE MEANINGFUL, ENGAGING AND SATISFYING WORK EXPERIENCE... IT CAN COMPLEMENT TRADITIONAL TOP-DOWN JOB REDESIGN APPROACHES.”
DR ESTHER CANONICO OF IMPERIAL COLLEGE BUSINESS SCHOOL
37
GLOBAL LEADERSHIP
HYBRID WORKING
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