Inner leadership is changing lives, the leader’s own and that of his or her work colleagues to facilitate follower self-governance.
Learning to lead in a shared governance situation involves leaders in increasing follower skills in goal-directed action. It is a task of continual follower learning and growth.
Inner leaders know that their role is an opportunity to serve their followers and that their greatest satisfaction comes when they submit themselves to the evolving capacities of their followers.
Inner leaders encourage followers to pay attention to what is important about tasks and values both now and for the future.
Shared governance in the work community changes the definition of leader success. Instead of being successfully in charge, inner leaders see success as a personal feeling of satisfaction in seeing their colleagues exercise more of their whole talents at work.
At its core, shared governance is a long-term, transformational approach to life and work, a way of behaving that has the potential for creating fundamental and positive change.
Stewardship emphasizes the trust that exists between the inner leader and independent stakeholders so together they can blend long-term socioeconomic, human, and environmental growth.
Do I take every opportunity to delegate to followers to the maximum degree of their competence? Why? Why not?
What is there in the act of delegation that might redound to my detriment and undermine my place in the firm? Are these unfounded fears or potential risks to my status? Explain.
Do I accept the fact that I may not have all the answers to work-related questions and may increase both my personal and the work community’s success potential by involving my coworkers in key decisions, plans, and programs? Briefly describe a recent situation where you did (did not do) this.
Do I see my employees as extensions of my ideas, skills, capacities, and expertise; or do I see them as almost coequal partners with me in doing the work community’s work?