“Purpose– fringe benefit or necessity” is the somewhat provocative title of the fresh new index report from the Job Satisfaction Knowledge Centre. Is having purpose in work truly a necessity, or just icing on the cake? The report confirms what previous editions have shown: purpose plays a huge role in job satisfaction, but also in life satisfaction overall.
But the question remains – who is responsible for creating purpose?
1 in 4 believe it is the leader’s responsibility
From earlier index studies, we know that 40% of employees believe it is the workplace’s duty to ensure we get to work on what we’re passionate about. The new report behind this study also shows that 68% think it’s the workplace’s responsibility to ensure that all their skills are utilized. Using your skills in something you care deeply about is closely linked to inner purpose formation.
Many therefore expect that it is the workplace’s or leader’s responsibility to facilitate this inner creation of purpose. And looking at purpose more broadly, the study shows that more than 25% believe it is the leader’s role to generally create purpose in their working life. Meanwhile, 17% feel their leader contributes little or not at all to making their work meaningful.
Rigtig mange danskere har således en forventning om, at det er arbejdspladsens/lederens ansvar at sikre den indre meningsskabelse. Og hvis vi kigger på mening i en mere bred forstand, viser undersøgelsen, at mere end 25 % af danskerne mener, at det er lederen, der generelt skal skabe mening i deres arbejdsliv. 17 % oplever slet ikke eller kun i ringe grad, at lederen bidrager til at gøre arbejdet meningsfuldt.
Should the leader create purpose beyond the job itself?
Some take a radical stance on the leader’s responsibility. Philosopher and businessman Morten Albæk believes that as a leader, you are obliged to create meaning in employees’ lives. The leader must ensure and facilitate that employees feel a sense of purpose when they come to and leave work. Therefore, Albæk, as head of Voluntas, has abolished traditional performance appraisals and replaced them with purposeful conversations, and employees have been given “purpose days” to reflect on what gives meaning in life.
The leader must not become a priest or lifeguard
Others think this goes too far. According to organization and management consultant Asbjørn Molly and business psychologist Stine Reintoft, there is a risk that the leader becomes a lifeguard, priest, and psychologist all at once. The leader may enter a space that crosses personal boundaries of employees.
Added to this is the asymmetric power dynamic between leader and employee – the leader ultimately controls task assignments, raises, and layoffs. This creates an unequal setting for discussing such existential matters.
The leader should create the framework for purpose formation
So, what is too much or too little when it comes to the leader’s responsibility? Perhaps the leader’s role is to create the framework for each employee’s own creation of purpose. The report and the accompanying digital training booklet offer concrete tools to work with the four dimensions of purpose. But the leader’s responsibility cannot stand alone.
Only one person can answer: Why am I here?
In the report, business psychologist and CEO of Ledertid, Jacob Albertsen states: “When employees lack meaning and direction in their work, they may naturally look at their managers and think “go on, do your job” […] Leadership definitely plays a role, but I believe rather that the primary explanation lies halfway between employees and managers.”
Board member and leadership advisor Lars Sander Matjeka is even more radical in his call to the individual. He believes each person must be able to answer the question: “Why am I here specifically?” He emphasizes that finding meaning in (work) life is not always easy — but it is necessary, requiring effort and courage to look inward and feel.
Shared responsibility – but different roles
Just as work motivation is created in interaction among multiple actors, so is the creation of purpose a shared responsibility. Organizations and leaders have a major role in creating the conditions for each individual’s purpose formation — but purpose itself cannot be offered or delivered by a leader. It must be defined by the individual employee.
Read the full report here: Purpose– fringe benefit or necessity
