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The primary goal of my assignment is to focus upon what, in the management form of VIA University College, legitimize that the vision towards 2020 among other things is that the employees show courage, passion and curiosity? When this vision is presented as a vision of mantras, what challenges am I facing as a leader in my management area ?
Foucaults and Deans theories are used in my assignment to illustrate which forms of power are in play as governance. Luhmann’s theories about communication systems and Andersen’s follow-up of these by adding a “love communication” are involved when I analyze whether to show courage, passion and curiosity implicitly is a part of love communication in the relation between organization and employee.
Society theorist Åkerstrøm Niels Andersen, with his contemporary diagnoses, has illuminated the field by wondering, when you start to think like this and like that, and lead in this and that way, what new leadership challenges does it bring. This mindset is the foundation for the assignment with the argument that now that the state starts to think about management of VIA in this and that way, and VIA, as an organization therefore begins to lead in this and that way, what does it give of new leadership challenges to me.
Based on my analysis, I conclude that the govern mentality power as the primary government form in VIA, when it comes to leading the self-managing makes it legitimate, indeed almost a necessity that the modern responsibility-employee demonstrate courage, passion and curiosity . At the same time, I conclude that the vision that the employees demonstrate courage, passion and love, is possible only when VIA articulate a vision through the love communication system, where the code is loved / not loved.
When governance has been to having control through self-management, where the modern responsibility-employee is expected to lead himself, and helps lead the organization toward its goals and results, requirement of a fine employee work life balance arise. If working life is given highest priority, this could cause illness, stress, burnout, or depression. If privacy is given highest priority, this could in the end lead to dismissal.
With this dilemma for the employees, I get the challenge as a leader to be attentive that employees show commitment to work, but also that they show the ability to take time off to engage in private life. When love of the job prevails privacy, the love will turn to what I call the self-destructive love. Self-destructive to the employees themselves, but also self-destructive to the organization. Another dilemma is, when employees do not think they honor VIA’s expectation to be self-managing.
Both dilemmas lead to job dissatisfaction and demands of me as a leader that I bring ethics in my leadership - as a leader I can neither defend letting employees burn out because of love for VIA nor letting employees’ self-reproach end up with dissatisfaction.