Understand It or Destroy It: Why Every Leader Needs to Understand Meaningful Work

Marjolein Lips-Wiersma () and Lani Morris ()
Additional contact information
Marjolein Lips-Wiersma: University of Canterbury
Lani Morris: Holistic Development Group

Chapter Chapter 14 in Handbook of Faith and Spirituality in the Workplace, 2013, pp 223-236 from Springer

Abstract: Abstract In the past decades generating meaning for their employees has been seen as central to the role of the leader. Through inspirational speeches, vision and culture management, employees have often been treated as empty vessels waiting to be filled with meaning. Yet many leaders have experienced that such ways of managing meaning are complex and hard to sustain and can backfire. This chapter offers a Map of Meaning which makes Meaningful Work visible so that it can be taken into account in all decision-making. When it can be taken into account, all members of the organisation, including leaders, can create more of it and stop destroying it.

Keywords: Corporate Responsibility; Moral Disengagement; Servant Leadership; Meaningful Work; Culture Management (search for similar items in EconPapers)
Date: 2013
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-1-4614-5233-1_14

Ordering information: This item can be ordered from
http://www.springer.com/9781461452331

DOI: 10.1007/978-1-4614-5233-1_14

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().