Discussion
Earning individual commitment
Southwest Airlines “is dedicated to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit.” The company aspires to provide employees “a stable work environment with equal opportunity for learning and personal growth. Creativity and innovation are encouraged for improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the same concern, respect, and caring attitude within the organization that they are expected to share externally with every Southwest Customer.” (Kelleher 2017)
Satisfying ego and self-development needs
- Ensuring that individuals understood the organizational vision of success and how personal responsibilities supported it and
- Making sure that individuals had everything needed to freely fulfill their daily responsibilities, to develop their potential, and to take full advantage of their growing capabilities.
Business benefits
Freedom revolutionizes personal effectiveness
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Growth and development provide the greatest increase. Bob Townsend told how when he became Avis CEO, others assured him that nobody in headquarters was any good. Yet after only 3 years of building his Theory Y culture, Townsend’s boss, the ITT President, commented after spending a day with those very same headquarters people, “I’ve never seen such depth of management; why I’ve already spotted three chief executive officers.” (Townsend 1970)
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Freedom brings forth invaluable, innate human virtues discouraged by hierarchical control such as self-responsibility, “can do” attitudes, independence, voluntary cooperation, risk-taking, and human ingenuity.” (Staley and Nobles 2017)
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Finally, freedom encourages everybody to think and act like a business owner—obsessed with creating value. In fact, freely functioning individuals behave more like creative entrepreneurs focused on their company’s success than traditional employees.
Freedom enables organizations to take advantage of self-organizing spontaneous order, which transforms organizational effectiveness and enhances the evolving design of the organization itself
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The ability to utilize personal knowledge improves dramatically when individuals no longer fear being wrong—especially the tacit and unproven knowledge, which rarely surfaces under hierarchical control. The value of such knowledge can be extraordinary in a fast-changing world where frontline associates have the timeliest information about customers and competition. A competitor told PQ CEO Paul Staley, “Your advantage in understanding customers leaves the rest of us with no option to compete other than cutting prices.” (Staley and Nobles 2017)
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Freedom stimulates naturally learning organizations by developing all five disciplines Peter Senge identified in The Fifth Discipline, The Art & Practice of the Learning Organization. (Senge 1990)
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The freedom to learn from mistakes and failure encourages creative, individual-driven experimentation.
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The quality of decision-making improves when asking for help is viewed as responsible behavior, and everybody is aligned with the same vision for success.
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Freedom inoculates against corruption and misbehavior by opening access to business records and individuals acting like auditors because they share the financial rewards of success.
Together, these effects can produce fundamentally different behaviors
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Max De Pree described how motivation was not an issue, “Herman Miller employees bring that with them by the bushel.” (De Pree 1989)
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Paul Staley described PQ Corporation as “one big damned laboratory of continual change and product innovation.” (Staley and Nobles 2017)
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Twelve different Southwest Airlines functions including pilots, cabin stewards, baggage handlers, and caterers self-coordinate activities hundreds of times daily to turn around flights in half the industry average time—because planes make no money on the ground. (Staley and Nobles 2017)
Conclusions
- Does freedom involve a double management paradigm shift involving McGregor’s Theory X to Theory Y and a shift from “hierarchical control” to “liberating servant leadership”?3 If so, what are the implications?
- How can we best shift from hierarchical control to liberating servant leadership in an existing company?
- Is “leadership without ego” an essential element? Bob Davids (Davids et al. 2019) suggests this is the world’s scarcest resource, so what options are available to increase supply?
- Professor Isaac Getz teaches “liberating leadership” in France, but few business schools in this country offer leadership courses with none emphasizing liberating servant leadership. How can this gap be resolved?
- How do organizations and their boards of directors address CEO succession to insure that the next CEO after the “liberating servant leader” is capable of offering comparable pioneering leadership so the organization does not regress?