There is no colleague we have greater expectations for \u2013 for better or worse \u2013 than our nearest leader. Measurements show that our relationship with our leader has four times the impact on our job satisfaction than the relationship with other colleagues. Leading human beings is a big responsibility, regardless of organizational level.<\/p>\n\n\n\n
Changes in the leader\u2019s role is much discussed and described: increased complexity and speed of change, hybrid work forms, generational differences, stress, expectations for involvement, etc. It makes sense to take an interest in leadership, and to develop the areas that need to be: employees with a low job satisfaction is twice as likely to change jobs, and has an average of 12 days more sick leave per annum.<\/p>\n\n\n\n
But how to get started? And which areas to select for development?<\/p>\n\n\n\n
GAIS<\/a> is a tool to measure wellbeing and job satisfaction. The tool includes and option for in-depth measurements of employee\u2019s experience of the most important aspects of leadership:<\/p>\n\n\n\n You can use the tool yourselves, and\/or choose to get help from someone like me, also to decide how to move on when the results are in.<\/p>\n\n\n\n As inspiration, and introduction to the universe of research and technology in GAIS, you can download the report \u201cN\u00e5r Ledelse Skaber Arbejdslyst\u201d<\/a> (in Danish).<\/p>\n\n\n\n This post is not an advertisement, I am not affiliated with GAIS\/Krifa and I paid for my own certification.<\/p>\n","protected":false},"excerpt":{"rendered":" There is no colleague we have greater expectations for \u2013 for better or worse \u2013 than our nearest leader. Measurements show that our relationship with our leader has four times the impact on our job satisfaction than the relationship with other colleagues. Leading human beings is a big responsibility, regardless of organizational level. Changes in … <\/p>\n\n