A511.6.3.RB_DellElceCamila

A511.6.3.RB – Meaning

            How can we describe meaning? What is the definition of meaning? The Merriam-Webster encyclopedia defines meaning as, “the thing one intends to convey especially by language: purport” (2015). The Harvard Business Review, Getting Beyond Engagement to Creating Meaning at Work, provides examples and guidance on why leaders are in need to find a cause or meaning while working. When a leader is in search of meaning, the word itself is profound deeper into finding what makes an individual happy. Whether the job you are assigned to provides a lot of money or not, if you soul is not invested into what you do, then there is really no cause for a meaningful future. “People have to create the meaning of their work and their lives, and that process requires skill and practice, not just luck” (Ulrich & Ulrich, 2010, para. 2).

            While reviewing and reading some famous quotes provided by this week’s module, my favorite one is by the co-authors of The Why Work, Dave and Wendy Ulrich. They stated, “In organizations, meaning and abundance are more about what we do with what we have than about what we have to begin with” – what they are trying to exemplified by saying this, is that the real meaning of anything can only be found by making the best of a situation with what you have. Gary Yukl (2013) has a very interesting perspective about the roles and attitudes of a leader. He believes that, “the attitude-centered approach involves changing attitudes and values with persuasive appeals, training programs, team-building activities, or a culture change program” (p. 111). In other words, “meaning” starts with an empowering leader. What constitutes an empowering leader? A leader that does not see obstacles when is faced with challenges and encourages others to follow the same path while not demanding but leading by example and making others copy the same behavior willingly.

            Moreover, Yukl (2013) finds it essential to “convert resisters into change agents who will transmit the vision to other people in the organization” (p. 111). By doing so, as explained by Ulrich and Ulrich (2010), they believe that leaders who infuse meaning to their followers are prone to work harder, are more creative and determined, and become a considerable asset to the company (para. 3). When followers can understand the cause or meaning of their work, their contributions are bigger and their morale is higher. Additionally, the acceptance of a meaningful job, introduces an employee who is happy and motivated to be where he or she is. Consequently, Gary Yukl describes specific leadership behaviors that are found to be relevant to increase member’s commitment to share objectives including:

(1) Articulating an appealing vision that links the task objectives to member values and ideals; (2) explaining why a project or new initiative is important; (3) setting task objectives that are clear and challenging; (4) planning relevant performance strategies for attaining the objectives; and (5) empowering members to participate in planning activities and developing creative solutions to problems. (2013, p. 255).

            Nevertheless, finding the significance of meaning depends on each person’s personality and is more of a choice than a skill. "The executive must find a way to communicate the vision in a way that attracts and excites members of the organization" (Kouzes & Posner, 1987, p. 106). The word meaning is a very strong responsibility, which we acquire by listening and watching the best examples. And a leader’s capacity to influence meaning to others depends on accepting “what role they play in this process” (Ulrich & Ulrich, 2010, para. 3).

References

(n.d.). (2015). Merriam-Webster. An Encyclopedia Britannica Company. Retrieved from http://www.merriam-webster.com/dictionary/meaning

Ulrich, D., Ulrich, W. (2010). Getting beyond engagement to creating meaning at work. Harvard Business Review. HBP Blog Network. June 2, 2010. Retrieved from http://blogs.hbr.org/2010/06/getting-beyond-engagement-to-c/

Yukl, G. (2013). Leadership in organizations. (8^th ed.) Dorling Kindersley / Pearson Education, Inc.