THE ROLE OF LEADERSHIP IN

ORGANISATIONAL WELLNESS

THE BIRTH OF A MACHINE…

From the fall of the Bastille to the

fall of the Berlin wall

• Industrial revolution– Technological Changes– Development in transportation– Mobility of man and material and

machinery – Creation of macro centres– Urbanisation– Depopulation of Rural Areas

CONVEYOR BELT SYNDROME

MAN REPLACED BY MACHINE

• Utilitarianism• Functionality of a person• No more intrinsic value

But there is a price…

DE-HUMANISATION OF THE WORKPLACE

• Alienation of self

• Isolation of the Individual

• Transformation of man into a

production factor

• Fragmentation of society

NEW THINKING OF THE NEW MILLENNIUM –

The Utilitarian Trap

Tribe vs Modernist world value

Holistic vs SegmentedOrganic vs MechanisticHuman centered vs Self centeredGroup oriented vs individualisticWe vs I

“ To maintain the Production/ Productioncapability balance, the balance between the golden egg (production) and the health and welfare of the goose (production capability) is often a difficult call. But I suggest that it is the very essence of effectiveness.”

Stephen R Covey

The world has changed so dramatically that it is impossible to go back…

How do we then look after our goose?

ENGAGING LEADERSHIP IS THE KEY ENABLER OF

WELLNESS IN THE WORKPLACE

WHOLE LEADERS

As the leader goes, so does the organisation.

Leaders will teach what they know, but reproduce what they are

THEREFORE…

Organisations have to ensure that they appoint leaders that

are:• Emotionally mature;• Spiritually wealthy;• Socially integrated;• Portraying sound financial management;• Reflecting a Balanced lifestyle;• Family oriented; and • Constantly improving and stimulating himself

intellectually

…or equip the existing leaders to this extend

Self-neglect has assumed epidemic

proportions…

The South African manager has oneof the poorest records in the Westerneconomic and managerial worlds with regard to:

Cholesterol, hypertension, stress,obesity, divorce per capita, and alcohol and nicotine consumption

‘Incomplete human beings become defective managers. To survive in today’s ethics breakdown, requires executives to mobilise their full human potential.’ – Pieter Koestenbaum, Ph.D.

ENGAGING LEADERSHIP STYLE

Resent Research• 3 Years study in NHS with King College

– 3 Themes1. High Engagement2. Shared vision3. High levels of capabilities of competencies

NB – Relationship between Individual ←→Line manager

NB – Style of Leadership: Leadership style impact significantly on culture of team.

2 LEADERSHIP STYLES

1. Hierarchy leader• Old style positional leader• Focussed on maintaining and

reinforcing their positions

2. Captain of the Team• Was participative, but very directive• Focussed on synergising and

directing teams• Valued individual contributions

INTERACTION AND ENGAGEMENT

Leadership

• Team Accomplishments

• Creates an environment that supports high engaging behaviours amongst employees and so doing establishes the base for the Creation Of Community

• It is only in a community does the spirit of UBUNTU come alive

CREATING WELLNESS IN ORGANISATIONS BY MEANS OF a NEW VALUE SYSTEM

CONCLUSION

As you work to build your organisation, remember this:

Personnel determine the potential of the organisation

Relationships determine the morale of the organisation

Structure determines the vision of the organisation

Vision determines the direction of the organisation

Leadership determines the success of the organisation