Leadership as meaning‐making

Abstract

Purpose

This paper aims to explore leadership from a cognitive perspective as a meaning‐making activity. Proposes that a primary role of leadership is to bring meaning to working life, especially in times of change.

Design/methodology/approach

Draws on experience of, and observation from, working with management and leadership groups from major organizations across all sectors. Starts with the idea that life is a continuous process of making sense of the world by integrating hierarchical cognitive structures. Suggests that the work of leadership is to orchestrate such meaning‐making at the organizational level, especially in times of rapid change. Contends that having a clear purpose makes work intrinsically rewarding and meaningful, and enables people to relate in collaborative structures such as teams; leadership enables people to rise to challenges, releasing energy that otherwise is expended on resistance to change; and leadership can be understood as a meaning‐making activity that ensures organizational survival and longevity.

Findings

Argues that the purpose of an enterprise, properly clarified, creates a field of meaning in which its stakeholders join. Within the meaning field, vision and values are formed that enable people to align with the common cause. Meaningful work allows people to self‐organize, releasing energy to achieve the aim – hence leadership is effective.

Practical implications

Demonstrates that the role of leadership is to make work meaningful, and to help people to rise to evident challenges so that they are fulfilled. This reduces the need for supervision, and helps with recruitment, staff retention and business results.

Originality/value

Suggests that, as a result of meaning‐making leadership, people's work becomes meaningful to them and they enjoy high levels of satisfaction. Their organizations can more easily recruit and retain staff.

Citation

Varney, J. (2009), "Leadership as meaning‐making", Human Resource Management International Digest, Vol. 17 No. 5, pp. 3-5. https://doi.org/10.1108/09670730910974251