Feeling responsible vs acting responsibly: contributions of a leadership programme

Research output: Contribution to journalArticleAcademicpeer-review

1 Citation (Scopus)

Abstract

Purpose – The purpose of this paper is to address the effects of a unique leadership programme, four years after its delivery: in a Dutch penitentiary organisation. This intervention was initiated because of a felt lack of safety in an organisation that was characterised by steep hierarchy, forceful authority, constant employee cynicism and indifference. The focus of the intervention lies on actually assuming responsibility and producing the intended, strategically relevant results. Design/methodology/approach – First we sketch Hoebeke's ideas on “responsibility in one's own work system” (Hoebeke, 2004). We show how these ideas are related to the leadership programme. Next we illustrate the programme's effect with quotes from three in-depth group interviews with the penitentiary's governor, unit manager, four department heads and six employees. Findings – The interviews show that acting responsibly has become a living concept in the sense that is now being explicitly used among employees in all layers of the organisation. Employees and managers have learned to translate responsibility into concrete and relevant results. A new strategy for the continuity of the organisation has been co-created with all management levels and the Workers Council and it has been implemented successfully. The intervention also defeated the cynicism and lack of integrity in the organisation. Originality/value – This case shows that being trained in the ability “to be present with reality” and actually assuming responsibility for the relationship between one's own “way of being” and the results one produces had a lasting, positive impact on an organisation and its people.
Original languageEnglish
Pages (from-to)914-928
JournalJournal of management development
Volume32
Issue number8
DOIs
Publication statusPublished - 2013

Fingerprint

Employees
Responsibility
Managers
Cynicism
Safety
Indifference
Continuity
Design methodology
Workers
Authority
Integrity

Keywords

  • METIS-297423
  • IR-87105

Cite this

@article{76e6291b71d94dc1a59b8a9a4e7dfaa5,
title = "Feeling responsible vs acting responsibly: contributions of a leadership programme",
abstract = "Purpose – The purpose of this paper is to address the effects of a unique leadership programme, four years after its delivery: in a Dutch penitentiary organisation. This intervention was initiated because of a felt lack of safety in an organisation that was characterised by steep hierarchy, forceful authority, constant employee cynicism and indifference. The focus of the intervention lies on actually assuming responsibility and producing the intended, strategically relevant results. Design/methodology/approach – First we sketch Hoebeke's ideas on “responsibility in one's own work system” (Hoebeke, 2004). We show how these ideas are related to the leadership programme. Next we illustrate the programme's effect with quotes from three in-depth group interviews with the penitentiary's governor, unit manager, four department heads and six employees. Findings – The interviews show that acting responsibly has become a living concept in the sense that is now being explicitly used among employees in all layers of the organisation. Employees and managers have learned to translate responsibility into concrete and relevant results. A new strategy for the continuity of the organisation has been co-created with all management levels and the Workers Council and it has been implemented successfully. The intervention also defeated the cynicism and lack of integrity in the organisation. Originality/value – This case shows that being trained in the ability “to be present with reality” and actually assuming responsibility for the relationship between one's own “way of being” and the results one produces had a lasting, positive impact on an organisation and its people.",
keywords = "METIS-297423, IR-87105",
author = "Karssiens, {Astra Elise Amaranta} and {van der Linden}, Claartje and Wilderom, {Celeste P.M.}",
year = "2013",
doi = "10.1108/JMD-11-2011-0114",
language = "English",
volume = "32",
pages = "914--928",
journal = "Journal of management development",
issn = "0262-1711",
publisher = "Emerald Group Publishing Ltd.",
number = "8",

}

Feeling responsible vs acting responsibly: contributions of a leadership programme. / Karssiens, Astra Elise Amaranta; van der Linden, Claartje; Wilderom, Celeste P.M.

In: Journal of management development, Vol. 32, No. 8, 2013, p. 914-928.

Research output: Contribution to journalArticleAcademicpeer-review

TY - JOUR

T1 - Feeling responsible vs acting responsibly: contributions of a leadership programme

AU - Karssiens, Astra Elise Amaranta

AU - van der Linden, Claartje

AU - Wilderom, Celeste P.M.

PY - 2013

Y1 - 2013

N2 - Purpose – The purpose of this paper is to address the effects of a unique leadership programme, four years after its delivery: in a Dutch penitentiary organisation. This intervention was initiated because of a felt lack of safety in an organisation that was characterised by steep hierarchy, forceful authority, constant employee cynicism and indifference. The focus of the intervention lies on actually assuming responsibility and producing the intended, strategically relevant results. Design/methodology/approach – First we sketch Hoebeke's ideas on “responsibility in one's own work system” (Hoebeke, 2004). We show how these ideas are related to the leadership programme. Next we illustrate the programme's effect with quotes from three in-depth group interviews with the penitentiary's governor, unit manager, four department heads and six employees. Findings – The interviews show that acting responsibly has become a living concept in the sense that is now being explicitly used among employees in all layers of the organisation. Employees and managers have learned to translate responsibility into concrete and relevant results. A new strategy for the continuity of the organisation has been co-created with all management levels and the Workers Council and it has been implemented successfully. The intervention also defeated the cynicism and lack of integrity in the organisation. Originality/value – This case shows that being trained in the ability “to be present with reality” and actually assuming responsibility for the relationship between one's own “way of being” and the results one produces had a lasting, positive impact on an organisation and its people.

AB - Purpose – The purpose of this paper is to address the effects of a unique leadership programme, four years after its delivery: in a Dutch penitentiary organisation. This intervention was initiated because of a felt lack of safety in an organisation that was characterised by steep hierarchy, forceful authority, constant employee cynicism and indifference. The focus of the intervention lies on actually assuming responsibility and producing the intended, strategically relevant results. Design/methodology/approach – First we sketch Hoebeke's ideas on “responsibility in one's own work system” (Hoebeke, 2004). We show how these ideas are related to the leadership programme. Next we illustrate the programme's effect with quotes from three in-depth group interviews with the penitentiary's governor, unit manager, four department heads and six employees. Findings – The interviews show that acting responsibly has become a living concept in the sense that is now being explicitly used among employees in all layers of the organisation. Employees and managers have learned to translate responsibility into concrete and relevant results. A new strategy for the continuity of the organisation has been co-created with all management levels and the Workers Council and it has been implemented successfully. The intervention also defeated the cynicism and lack of integrity in the organisation. Originality/value – This case shows that being trained in the ability “to be present with reality” and actually assuming responsibility for the relationship between one's own “way of being” and the results one produces had a lasting, positive impact on an organisation and its people.

KW - METIS-297423

KW - IR-87105

U2 - 10.1108/JMD-11-2011-0114

DO - 10.1108/JMD-11-2011-0114

M3 - Article

VL - 32

SP - 914

EP - 928

JO - Journal of management development

JF - Journal of management development

SN - 0262-1711

IS - 8

ER -