4. Introduction Great cultures drives performance, innovation,
belonging, and creates a sense of autonomy.
Culture is not soft; it is hard. It is not only
preached but also experienced and practiced
every minute for becoming a better version
each time.
Organizations should strive to create an
ambience where thoughts are nurtured and
valued.
We must flip the pyramid and develop "servant
leaders" where you have the boss in support of
a team rather than the team supporting the
boss, otherwise known as unbossed culture
5. Background and Literature Review
Survey conducted by an International Association of Administrative Professionals
says, “A bad boss is the NO.1 reason employees quit”.
Harvard Business Review survey reveals 58 percent of people claim “They trust
strangers more than their own boss”.
Swedish researcher’s team talks about the adverse impact of bad leaders on the
health of employees.
6. Background and Literature Review
Contd..
Servant leadership has been recognized as a leadership philosophy addressing the concerns of
ethics (Carter & Baghurst, 2014).
Servant leadership links leadership to ethics, virtues, and morality (Lanctot & Irving, 2010; Parris &
Peachey, 2013).
Servant leadership puts the needs of others first to consequently foster positive organizational
outcomes (Lapointe & Vandenberghe, 2018; Liu, 2019; Newman et al., 2017)
7. Background and Literature Review
Contd..
Managing complex situations in corporate life requires a blend of Red, Green and Blue traits
equipped with compassion and empathy. This journey leads to continuous practice and evolution
of ‘Unbossed Leadership’.
Glassdoor’s employee sentiment reviews showed that Novartis topped the list with an average of
63.1% amongst all the companies in 2021.
9. Methodology
Online survey method was used to acquire feedback regarding an employee's mood,
morale, and level of engagement.
Online employee satisfaction surveys can reach many respondents at an accelerated rate.
Survey had 20 Questions in objective answering mode.
All questions were mandatory to answer by opting for a single option from the list.
10. Findings & Analysis
The survey was distributed to a
diverse set of population to
capture responses from people
of varied backgrounds and
teams.
We find that the company's
culture and management are
the two topmost motivational
factors for employees.
High placement of these values
indicates that employees – most
of whom are managers – would
also be willing to go the extra
mile to maintain these aspects
in their teams.
Extrapolating these survey
results would yield that, more
and more companies would be
willing to move to an unbossing
style leadership soon.
11. Conclusion
For one third of the people, culture of the
company is the topmost motivational factor.
Internal urge to make an impact is the biggest
driving factor for employees’ performance at
workplace.
People change bosses not the companies.
Companies implementing unbossed culture has
shown great results in terms of employee
sentiments and towards success.
12. Recommendation
Implementing unbossed culture by changing old fashioned management hierarchies could
be the key to success.
The new leaders should aim to develop leaders who put their team success above their own.
A leader should be self-aware and empower their group by creating vision, clarity and
accountability.
Leaders should remove obstacles and empower their team members to reach their full
potential.
Organization should enable leaders and equip them with tools to be more self-aware and set
a clear vision, strategy and goals.
Editor's Notes
Hello everyone, welcome to our presentation of Unbossing the workplace. The research and presentation is done by Group 13 of EPGP 14 batch
To start up, I would like to thanks all the team members of Group 13 for there contribution towards the research of this topic
As per our Agenda, we will start with Introduction to the topic, then we will go into background and literature review, The sample and the methodology used, Our findings and Analysis, then conclusion of our findings and finally ending with our recommendation
Culture is very important construct in corporate machinery, it drives performance, innovation , creates a sense of belonging and also a sense of autonomy
Culture is not soft ; its hard, it needs to be experienced and practiced to daily to reap the benefit and to make a better version of it.
Org should strive to create and ambience where thoughts are nurtured and valued
Culture is easier said than done, culture is right at the heart of the problem we are trying to solve here wherein people not able to identify a leader whom they can follow as north star, it is imperative that leader should create a conducive environment which enhances peoples capability and creates a trust with the team
Leaders needs to think out of the box and they need to flip the pyramid and create a culture where leader support there team rather than team supporting there bosses other wise known as unbossed culture need to be created
