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Soul searching, transforming organizations from the inside out

Thesis · February 2017

DOI: 10.13140/RG.2.2.15284.04480

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 VICTORIA KOO

MA Service Design |Royal College of Art

SOUL SEARCHING Critical & Historical Studies

Dissertation
Transforming organizations from the inside out
Tutor: Maya Rae Oppenheimer

Word count: 9895 words

2016
Contents
List of illustrations ............................................................................................................................... 2

Preface .............................................................................................................................................. 3

I. Introduction..................................................................................................................................... 5

1. The two dimensionality of organizations ............................................................................................................ 5

2. Aim & objectives..................................................................................................................................................... 6
3. Fulfilment hypothesis ............................................................................................................................................ 6
4. Approach and Research methodology ................................................................................................................ 9
II. The current state of things ............................................................................................................. 12

1. Setting the scene ..................................................................................................................................................13

2. From the history books .......................................................................................................................................17
3. Current realities ....................................................................................................................................................19
4. Vicious reinforcement cycle ...............................................................................................................................24
III. Reclaiming Soul ............................................................................................................................ 25

1. Root cause analysis ..............................................................................................................................................25

2. Unpacking Leadership .........................................................................................................................................26
3. The new vision ......................................................................................................................................................28
IV. Proposition .................................................................................................................................. 30

1. The ‘Culture of Servant Leadership’ model ......................................................................................................30

2. How the ‘Culture of Servant Leadership’ works ..............................................................................................34
3. Impact of the culture of Servant Leadership....................................................................................................35
4. The virtuous reinforcement cycle ......................................................................................................................37
5. Uses for the Culture of Servant Leadership model .........................................................................................38
V. Conclusion .................................................................................................................................... 39

1. Summary................................................................................................................................................................39
2. How this is useful for researchers and practitioners ......................................................................................39
3. Recommendations for future .............................................................................................................................40
4. The spirit and not the letter................................................................................................................................40
Bibliography ..................................................................................................................................... 42

Appendix.......................................................................................................................................... 47

1
LIST OF ILLUSTRATIONS

FIGURE 1, ALAN CHAPMAN, MASLOW'S HIERARCHY OF NEEDS, 2001 (SOURCE: WWW.BUSINESSBALLS.COM) ....................... 7
FIGURE 2, ALAN CHAPMAN, MASLOW'S ADAPTED 8 LEVEL HIERARCHY OF NEEDS, 2001 (SOURCE:
WWW.BUSINESSBALLS.COM) ....................................................................................................................................... 8

FIGURE 3, AUTHOR’S OWN, A TYPICAL WORK DAY SCHEDULE, AUTHOR’S OWN, 2016 ..........................................................13
FIGURE 4, AUTHOR’S OWN, EMPLOYEES COMING AROUND FOOD AND SNACKS, 2016 ..........................................................14
FIGURE 5, AUTHOR’S OWN, LUNCH HOUR AT DESK, 2016 ...................................................................................................15
FIGURE 6, AUTHOR’S OWN, EXAMPLE OF BIRTHDAY EMAIL, 2016........................................................................................16
FIGURE 7, AUTHOR’S OWN, OFFICE SPACE, 2016 ...............................................................................................................17
FIGURE 8, AUTHOR’S OWN, VICIOUS REINFORCEMENT CYCLE, 2016 ....................................................................................24
FIGURE 9, AUTHOR’S OWN, LEADERSHIP EFFECTS, 2016 .....................................................................................................25
FIGURE 10, AUTHOR’S OWN, CULTURE OF SERVANT LEADERSHIP OVERVIEW, 2016 ............................................................30
FIGURE 11, AUTHOR’S OWN, CULTURE OF SERVANT LEADERSHIP CROSS SECTION, 2016 .....................................................31
FIGURE 12, AUTHOR’S OWN, CULTURE OF SERVANT LEADERSHIP EXAMPLES, 2016 .............................................................34
FIGURE 13, AUTHOR’S OWN, CULTURE OF SERVANT LEADERSHIP BASIC UNIT, 2016 ............................................................35
FIGURE 14, AUTHOR’S OWN, VIRTUOUS REINFORCEMENT CYCLE 2016 ...............................................................................37
FIGURE 15 BOB ANDERSON, THE FOUR QUADRANTS OF CHANGE, 2016..............................................................................47
FIGURE 16 AUTHOR’S OWN, TALKING CARDS IN USE, 03 MARCH 2016. .............................................................................47
FIGURE 17 AUTHOR’S OWN, GROWTH DIRECTION CARDS, 18 MAY 2016. ..........................................................................48

2
Preface

Today’s challenges are redefining the organizational systems. We see how forces outside the organization
threatening the stability within. For instance, globalization has caused tidal shifts, and technological
advancements such as artificial intelligence and automation have replaced and displaced traditional
sections of the workforce.

Leaders today are asking how to navigate this complex landscape going forward. As work becomes more
complex and the model of hiring labour changes, so must the rules of engagement. I believe that if
organizations want to stay competitive and deliver excellence to their customers, they must start from
within. My goal is to help cultivate purposeful cultures within organizations and through focusing first on
employee fulfilment, the embodiment of human potential to drive change.

I strongly believe that human beings are purpose seekers, and that this is an innate quality design of
organizations should cohere. Purpose is the fundamental ingredient for living a fulfilling life and it is the
driving force of an organization. It is at the heart of why we do what we do, and the principal element that
gets us going despite the ebb and flow of the journey, reminding us that there is an eventual goal to be
attained. Yet, organizations are not meaningfully engaging their staff and more needs to be done to foster
this in the workplace. Despite a long history of literature on organisational change management,
developments in employee motivation and workplace cultures as a whole have only inched forward.

My dissertation seeks to explore how we might more human centred workplaces and drive better
employee engagement in organizations. It sets out to question the established ideologies and challenge the
status quo because "organizational change is not a question of skills and structure alone, but of identity
and world-view.” (Anderson, 2016) Therefore, the scope of my research will look hone in on the very
essence of our human nature 1, the motivations that emotionally and spiritually compel, and aspirations
that captures the soul.

In my introduction, I will lay out my hypothesis of where fulfilment that people are searching for can be
found.

In the second section, I will explore what is currently happening around us and give a critique of why it is so
through my ethnographic fieldwork and interviews and surmise the underlying narrative.

1 “We all need a reason for living, not a reason for mere existence. We are wired for more. “It’s in our nature to seek purpose .”
(Pink, 2011)
3
In my analysis, I will discuss my findings and render what the ideal state is.

In my fourth section, I will propose a new model of how work can be more engaging for employees and
explain how it works.

In my final section, I will conclude with suggestions of how these can be further applied.

4
I. Introduction

1. The two dimensionality of organizations

Organizations provide people with employment and contribute to an economy’s growth. Organizations are
also amalgamations of human resource and vehicles of change that can illuminate the inherent potential
within its members to drive collective progress in society.

Yet this potential or organizations are often not harnessed. For it to be seen in its full expression, it requires
various moving parts of an organization to work in tandem towards a greater purpose. These parts are the
elements of the organization’s purpose and values, leadership, culture and people. All these have impact
on the state of wellbeing in the workplace.

I am interested in organizations because the construct of work is a channel of expression of our humanity.
It is where people’s hopes and dreams, doubts and fears manifests itself most profoundly, it provides an
environment to grow and work with others and to fulfil themselves (Handy, 1984, p. 55). Many of us spend
majority of our waking time at work. It is arguably the most commonplace to discover what one’s
strengths, talents and unique gifts are, and to share them with others through the interactions that take
place. As my favourite quote from Pablo Picasso suggests, “The meaning of life is to find your gift. The
purpose of life is to give it away”.

I will be focusing on the accounting and auditing services industry. Specifically, the chosen establishment to
conduct my research and field analysis is the Institute of Chartered Accountants in England and Wales
(ICAEW), the governing body that upholds professional standards and ensures ethical practice in the
industry. They are regulators that oversee licensing, accreditation and guidelines to firms and companies.
Accounting and auditing services are integral to daily life 2 as they have a far-reaching ability to impact and
influence a large group of people. These include the numerous accounting firms that provide professional
services the service recipients at the end.
A change in workplace culture which begins at the governing body can have further reaching impacts on
the industry as a whole.

2
“We emphasize to governments and government departments, that to have a strong accountancy profession is one of several
factors you need to build civil society, and to have a prosperous economy which in turn provide services to their citizens; health
services, education and all the things that we value in advanced societies.” Vernon Soare

5
The term “organisations” used in this dissertation is used interchangeably with corporation, companies and
businesses.

2. Aim & objectives

I hope to shed light on what an organization built on helping individuals bring out their best and finding
their gifts resembles, by cultivating a nurturing environment which subsequently enhances employee
engagement
Furthermore, to foster a culture that encourages employees to share their talent and grow their potential
by promoting collaboration and developing a community where and learning and interdependence can
take place, so that the organization prospers as well.

I envision a place where each employee not only sees the value of the work they do but is driven to create
value and benefit for others. This can recalibrate the focus of work from primarily chasing capital growth to
one that seeks social growth, to create positive impact in society.

Hoped for outcomes

● Rewrite the rules of engagement, designing new culture norms of how we engage and interact with
others, connecting individuals with a sense of purpose at work.
● Enable organizations to adopt new ways of thinking and working by providing a model that considers
psychological values to create a new vision of the work experience.
● Return the sense of intention and joy of being fulling present with our hand, hearts and minds to the
workplace.

3. Fulfilment hypothesis

Abraham Maslow is famous for his theory of human motivation invented in 1943, known as ‘Maslow’s
Hierarchy of needs’ that describes human development in 5 stages. Maslow theorized that the full
realization of one's potential and becoming fully human is when the individual is self-fulfilled, that is when
they self-actualize. (Maslow, 1943)

6
 Figure 1, Alan Chapman, Maslow's Hierarchy of Needs, 2001 (Source: www.Businessballs.com)

However, this is a severely limited perspective to attain true long lasting fulfilment because many who
seemed to reach their fullest potential have been left to feel dissatisfied. Maslow himself later debunked
this view and concluded that self-actualization is transcendent in nature, motivated beyond self, to make a
difference in the lives of others.

In Frankl’s words,
“I wish to stress that the true meaning of life is to be discovered in the world rather than within
man or his own psyche, as though it were a closed system… The more one forgets himself--by
giving himself to a cause to serve or another person to love--the more human he is and the more
he actualizes himself. What is called self-actualization is not an attainable aim at all, for the simple
reason that the more one would strive for it, the more he would miss it. In other words, self-
actualization is possible only as a side-effect of self-transcendence.” (Frankl, 2004)

The five level needs model was therefore later extended in 1970s where the peak of one’s fullest
development and existence is described as self-transcendence or helping others self-actualize. I call this
others-actualization. There are a few versions of the adapted model but I will refer to the 8 levels pyramid.

7
 Figure 2, Alan Chapman, Maslow's Adapted 8 level Hierarchy of Needs, 2001 (Source: www.Businessballs.com)

My hypothesis therefore is that a human being’s search for purpose can be found when one self-
transcends and others-actualize. When one exists to make a difference to others, be of service and
extending ourselves; our capabilities and talents, so that others benefit, is what brings ultimate fulfilment
and true happiness. This is what I mean when I talk about purpose in my text.

However, there is a critical gap in management literature where publications on human development often
refer to the original 5-level hierarchy of needs, rather than the revised 8-level one. This neglects the crucial
“selfless component” 3 and misinterprets the meaning of self-fulfilment to be looking out for self
(Yankelovich, 1991).

It is on this imparity where my discourse stems from. However, it is not within the scope of my dissertation
to deliberate if Maslow is right or wrong but simply to use his framework as a foundation for discussion
about what the ultimate striving of all human endeavours are.

3
Em Griffin, A First Look at Communication Theory, First Edition (McGraw-Hill, 1991)
8
4. Approach and Research methodology

This is an empirical study observing employee’s attitudes and how they engage with their work, conducted
through an immersion within the ICAEW. Applying my service design practice in research, I take on the
role of an ethnographer entering the space of technical accounting experts for a period of 3 month.
I experienced first-hand the day to day challenges within the organization. Seeing things from perspectives
of various stakeholders, i.e. management and staff, has enabled me to empathise and develop a deep
understanding of how people interact with one another and how the workplace dynamics unfold.

Key Research questions my dissertation will explore:

 What is the key to unlock employee’s motivations and leverage human potential?
 How the can the workplace culture be one that enhances individuals’ wellbeing, creating
meaningful work and bringing joy?
 How might we design a system that better captures the synergies of people to create positive
outcomes?
 How can organizations transform from the inside out to become more purpose centred?

I will carry out interviews with people from management to executive level from the ICAEW in London and
Institute of Singapore Chartered Accountants (ISCA) in Singapore.
Apart from this, I will speak to leaders from a different field of design and innovation to get their
perspectives and insights on their organizational practices for transformation.
Interviewees’ names have been changed to protect the identities of those who have provided sensitive
information and entrusted the responsibility of writing with care to me.

The interview questions broadly covered 4 topic areas

1. Organizational purpose and mission
2. Leadership, motivation and culture
3. Employee engagement
4. Organizational structure

Some of the key people I interviewed and quote from most are:
1. Gregory Mak, the Director of Technical Advisory & Professional standards, who also holds a
portfolio of learning and development at ISCA. He heads 2 teams with people of different age
group and seniority within.

9
 2. Melissa Chow, the Director of Strategy, Global Alliance & Research at ISCA. Her work looks at
developing the masterplan for the institute, deepening relations internally while overseeing
research. She was an auditor for 6 years at Ernst and Young (EY), one of the four largest
professional services entities offering accounting advice, referred to as the ‘Big 4’.
3. Carmen Yeo, a recent business and accounting university graduate and a new hire at ISCA. She
belongs to the generation born into the internet social media age, also known as ‘Gen Z’.
4. Alex Bogdan is the Programme Manager of AuditFutures, an independent unit that does research
and runs workshops to introduce new ways of doing and thinking in the accountancy practice at
ICAEW. He also sits on the sustainability team that looks at how accountants can play a role in
achieving the sustainable goals together.
5. Vernon Soare is the Chief Operating Officer (COO) of ICAEW leading a four year business systems
re-haul, called ‘Business Systems Transformation (BST)’. They are investing significantly on
redesigning their processes and updating their decade old technology so that members can be
served in a more “direct way” or self-serviced.
6. So-Young Kang, a transformation leader, founder of the Awaken group and the CEO of Gnowbe,
her companies are about humanizing the world and maximise human creative potential from a
very purpose drive place. She came from a McKinsey with a background in change management
but says that “Transformation is much more than change management. People confuse the two.
Change management has become a set of processes and HR to push down change in organizations.
Transformation design is fundamentally focused on the individual, it is from the inside out.”

These primary research are supplemented by looking at literature from four main school of thought namely
from the field of
1. Psychology and social sciences: to understand the motivations and behaviours of individuals
2. Business and management: to extrapolate practitioners’ insights into organization
3. Philosophy: to have a universal understanding our different worldviews and perspective
4. Design: to use it problem solving principles as I write and think about how it can play a bigger role
in organizations

The main writers that have influenced and shaped my thought and ideas are further detailed below.

1. Viktor E. Frankl who is a world war two holocaust survival who later became a neurologist and
psychiatrist. He shares his personal experiences of how having a purpose gave him meaning even
in the midst of suffering.

10
 2. Karl Mannheim, the father of classical sociology, who wrote about Man and society in an age of
reconstruction and the social consequences of contemporary society.
3. Dan Pink and Simon Sinek are management consultants and touch on motivations of employees,
offering their theories of how organizations can be more effective.
4. Douglas Rushoff, a media theorist who decouples current trends and myths of growth in our world
today.
5. Robert K. Greenleaf was a designer in practice and consultant, who later founded the Servant
Leadership movement, in which the principles are what forms my propositions.
6. Victor Papanek, a design advocate for how the role of design can play a much larger role in society
and what a designer's responsibilities are.

Through this interdisciplinary approach, integrating the theories of these various disciplines, it enable me
to form a holistic approach when critically examining the topic of purpose, culture, leadership and people.
I was able to seek inspiration to rethink our conventional models of work and explore how a more human
engagement in the workplace can be realized.
This will be mapped out and proposed in a framework with the aim of helping organizations manage teams
better by harnessing synergy and enlisting individuals as valuable contributors for a greater purpose.

What my dissertation will not cover is the motivation theories which have been extensively covered by
other authors. Instead, my focus will be on the metaphysical elements that deal with the inner spaces of
men, the soul-stirring kind of spiritual need.

11
II. The current state of things

“The fate of our times is characterized by rationalization and intellectualization

and, above all, the disenchantment of the world. The ultimate and most
sublime values have retreated from public life.”4

With the advent of technology, it has altered everything it touched Every industry from healthcare and the
way medical procedures are carried out, to businesses and the platforms it makes transactions on, down to
the day to day interactions and how we socialize with one another, has all but transformed. Yet,
organizations have not come up to speed with the new rules of engagement. Some have in fact progressed
little, its operational models still etched in old mind-sets and attitudes.

The workplace is becoming more and more dehumanizing. People are feeling evermore disconnected with
work then they used to, discovering that work does not cohere to their immaterial desires of happiness and
fulfilment. Instead, it is a source of unhappiness and dissatisfaction. Bain’s research found that only 20% of
employees working in organizations feel engaged and happy with their jobs 5. Another study by London
School of Business reported that more than fifty percent of UK workers want a job switch6. We are
witnessing a brandishing of pent up frustrations from workers in cities.

This calls for a rethink of the current narratives we have subscribed to and reconsider if those ideologies
that laid the foundations of previous generations, prioritizing profit over people are still consistent in
today’s context.

4 Gary, Hamel, ‘Innovation starts with the heart, not the head’, Harvard Business Review, (2015) <https://hbr.org/2015/06/you-
innovate-with-your-heart-not-your-head > [accessed 3 July 2016]
5< Bain & Company ‘Organization’ (2006) <http://www.bain.com/consulting-services/organization/index.aspx> [accessed 29 august

2016]
6 Rebecca, Burn-Callander, ‘it's official: most people are miserable at work’, the telegraph, (2015)

<http://www.telegraph.co.uk/finance/jobs/11871751/its-official-most-people-are-miserable-at-work.html> [accessed 14
September 2016]

12
1. Setting the scene

From data collected through first person observations in the workplace, the following is a study of how
people behave and interact in their naturalistic setting.

A few thoughts spring to mind. Do people work together? How are people organized, is the way they are
organized enriching the individuals personally and as a whole? How are teams formed, are they
multidisciplinary? Is the space they work in, the props and layout, conducive for what they are trying to do?
What is the general culture and state of mind here? Is it enabling and empowering or isolating and
alienating? What are the invisible structures or unspoken codes here, do they strengthen or weaken the
person’s psyche?

This is a snapshot of a usual day in the office.

Figure 3, Author’s own, A typical work day schedule, author’s own, 2016

13
As an observer, here are some reflections of the schedule and my experience as a whole.
When I first joined the ICAEW, the paucity of social interactions and geniality that almost only occurred
when someone brought snacks and people gathered around (See 1600 of Figure 3 and Figure 4 below) was
something I found odd.

Figure 4, Author’s own, Employees coming around food and snacks, 2016

Most of the time, everyone was intently fixated on their screens and immersed in their own work. Although
there was no strenuous labour involved, it left me feeling de-energized and exhausted by the end of the
day. It was almost being put in a silo.

14
 Figure 5, Author’s own, Lunch hour at desk, 2016

During lunch hour, people either go off to lunch on their own or takeaway food and eat at their desk (see
1200 of Figure 3 and Figure 5). Back in the office, they return staring at the computer, there is practically
no break for some and so little human communication. The economist report, “lunches now tend to be
efficient affairs, devoured at one’s desk, with an eye on the e-mail inbox.” 7 The atmosphere only becomes
moderately vibrant when someone turns to another and strikes up a conversation.

Since the office operates by hot-desking, where you sit changes (see 0900 of Figure 3) and the person who
was next to you yesterday might have moved. It is therefore difficult to build meaningful connections. I
heard a comment made by one colleague to another, “The problem with hot-desking is that nothing is
fixed, people shift things around”. An environment influences employee’s experiences and has an effect on
how they feel and work.

7The Economist ‘In search of lost time: Why is everyone so busy?’ (2014) < http://www.economist.com/news/christmas -
specials/21636612-time-poverty-problem-partly-perception-and-partly-distribution-why>[accessed 13 September 2016]
15
 Figure 6, Author’s own, Example of birthday email, 2016

Everything was communicated via email (see Figure 6). From introducing and welcoming a fresh hire, to
announcing that there are treats for everyone from the sender’s recent trip, to saying happy birthday, all
whilst being on the same floor that has forty people on average (see Figure 7). It felt cold and slightly
disdaining from a newcomer’s perspective especially since there were no introductions to get to know
everyone’s names in the first place and subsequently not being able to put the face to the names in the
email to be able to go up to the person to welcome or wish him/ her. The environment missed a bit of soul
and lacked the element of human touch.

16
 Figure 7, Author’s own, Office space, 2016

I question if this is really how things are meant to be, if work life where we spend a significant one third of
a day in is supposed to be.

2. From the history books

To make sense of the present, it is also vital to look back into the past to understanding the developmental
milestones in society.

“To begin with we must include in our picture of historical development

our recent experience of the power of the irrational, which has really
brought about the present confusion.”
(Mannheim, 1954)
In a recent interview, Hilary Clinton shared about corporate responsibility that “there was a real wrong turn
about 20 to 25 years ago when the theory began to be promoted that your highest duty, in fact some
would argue, your only duty is to maximize shareholder return. I just don’t buy it.8”

8
Myles Udland, ‘Hillary: corporate America is obsessed with ‘quarterly capitalism’ — here’s how she’d change that” business
insider (2016) < http://uk.businessinsider.com/hillary-clinton-on-quarterly-capitalism-2016-6?r=US&IR=T>[accessed 11 august
2016]
17
This theory that Clinton refers to where the wrong turn was made, dates back to the period in 1970 where
American economist Milton Friedman assuredly declared that “there is one and only one social
responsibility of business - to use it resources and engage in activities designed to increase its profits so
long as it stays within the rules of the game.” He advocates that the only social responsibility companies
have, are to their shareholders rather than the communities. This view that the world runs on “individuals
pursuing their separate interests”, has since been the authority for businesses.

“Today shareholder value rules business9”, The Economist magazine published. The whole idea for
businesses is ultimately about increasing shareholder value. This means that they exist solely for profits and
the end game is for more money. Even though, as the article admits, shareholder value thinking has
“fuelled a sense that Western economies are not delivering rising prosperity to most people” and is seen as
justifications “for bad conduct, including skimping on investment, exorbitant pay, high leverage, silly
takeovers, accounting shenanigans and a craze for share buy-backs, which are running at $600 billion a
year in America”, the majority of businesses still apply Friedman’s theory as if they were foundational
truths in society.

The current narrative of success in modern society is orientated towards having many achievements and
being financially rich to achieve pseudo fulfilment, setting the tone of how organizations today are run. In
the pursuit of this free market capitalism, a school of thought has discursively led a generation of people to
think that such a narrative legitimizes the pursuit of growth at all cost. Growth has become an end in itself
– the engine of the economy – and human beings at its disposal (Rushoff, 2016).

The narrow vision that celebrates the individual and prides prestige, power and prominence over
community, duty and meekness, has led to self-interest and individualism forming the prerogative. But
truth be told, what we witness on hindsight is an economy promoting greed.

How we should therefore take heed advice of Karl Mannheim, that “often those thinkers who are
economically and politically progressive, in their political analyses take an eternal human nature for
granted.” (Mannheim, 1954) Indeed, Friedman’s theory fundamentally excludes human needs such as
purpose, desires and the immaterial elements that give us meaning and fulfilment.

6Steve, Denning, “The Economist Defends 'The World's Dumbest Idea'”, Forbes (2016)
<http://www.forbes.com/sites/stevedenning/2016/04/03/the-economist-defends-the-worlds-dumbest-idea/#3215b8ac70bb>
[accessed 2 August 2016

18
These are further expounded by people I interviewed in organizations holding different positions. 5 key
problems arise in the workplace when organizations subscribe to such a perspective.

3. Current realities

3.1. The Profit Distraction

Misalignment of organisation's motivation depict how profit motives can overshadow its initial ethos. The
longstanding aspiration of attracting people to the accounting profession is the path to being a partner,
owning a share in the firm. Speaking to Gregory Mak about his thoughts on using such carrot and stick
motivations, he candidly admitted that most people join the profession because “If they are not in it for the
money, they can probably do something else that pays much lesser but is actually more rewarding.” His
views are especially valuable to this field because of the portfolio he holds.

People have subscribed the whole idea of accomplishments and prosperity generating abiding satisfaction
and pleasure, to the extent that they are willing to repress their hearts’ true desires and settle for a pseudo
secure pathway to attaining material comforts 10.

Similar patterns of making concessions and trading in purpose for growth and profit is also apparent in a
famous corporation, Apple, for instance. They started out with the singular purpose of delivering great
products and innovation that would “push the human race forward” as their Think Different campaign
trumpeted. 11 Their ethos inspired and captured the hearts and minds of loyal consumers who bought into
this vision. However the decision that Apple made in recent years revealed their priorities of market share
over the promise of rigorous quality and usability of their products 12, thereby compromising their noble
goal.
This is a case in point of how a business centred on shareholder maximization detracts from its true
purpose and existence, which are the reasons of why it started off in the first place.

On the other hand, in my interview with Yeo on why she chose accounting as a profession and curious if
the path-to-partner aspiration appealed to her, Yeo revealed that it was a means to her bigger end of doing

10 “Being accountants, they are more fanatic, they do look at dollars and cents. There is a rare breed of partners who are really
passionate about what they are doing, but I just get the sense that they are in it mainly for the more tangible rewards, both
monetary and status.” Gregory Mak
11 Steve Jobs, Apple Confidential - Steve Jobs on "Think Different", (1997) <https://www.youtube.com/watch?v=9GMQhOm-Dqo>

[accessed 19 August 2016]

12 In a letter to Apple CEO, the editor writes, “The main reason you seem to be bringing your products out in ever shorter product

cycles: planned obsolescence. You’re aware that the more frequently something is out-of-date, the more often we’ll have to buy
more Apple stuff.” Ed Conway, “DEAR APPLE: I'm Leaving You” Business Insider (2012) < http://www.businessinsider.com/dear-
apple-im-leaving-you-2012-11?IR=T> [accessed 23 May 2016]
19
“overseas missions to provide financial resource to others”. Yeo saw her current work as one to gain
experience towards that purpose.

In the end, the persuasion of money distracts from our true purposes, leaving us feeling empty and
directionless because they are devoid of an enduring end 13. It makes the process of work a cursory going
through of the motions and robs us of joy and the experience of wholehearted commitment.
“Ever more people today have the means to live, but no meaning to live for” describes Frankl of the
contemporary man. (Frankl, 2004)

3.2. Solo chase to the top

This narrative where the ‘winner takes it all’, has everyone vying for the exclusive top job. It results in the
kind of hierarchical structure in organizations which engineers how people work and behave and colours
the way people engage with one another.

“Every company is a pyramid” explains Chow, sharing her insight on how organizations are structured and
dynamics at work. “There is only one top position, in order to get to the top position, you have to go
through so many layers. So it’s either you or me, there is no you and me! It is really survival of the fittest.”
Asked what she sees her purpose in such an environment to be, Chow expressed, “To make myself useful
and prove that I am a survivor”, is evident in the senior position she now holds and has responsibility over a
team she leads.

The pyramid structure frames the way organizations operate. It unavoidably promotes individualism and
individual attainment over corporate commitment and unity to a singular vision, perpetuating a culture
that impedes sharing and collaboration of information and resources 14. By means of getting to the top,
organization measure outputs over outcomes, using indicators such as growth, productivity and financial
magnitude 15. It adores those who appear successful and capable, virtually ignoring the value of all those
who are otherwise. In so doing, value is misconstrued and the focus tends to be on the superficial. (Frankl,
2004, p. 152)

13 “Life is never made unbearable by circumstances, but only by lack of meaning and purpose.” Viktor E. Frankl
14 Appendix: Victoria, Koo, Interview with Vernon Soare at the ICAEW (2016)
15 “It’s a cliché, but cash is king. The Big Four are packed full of extremely competent technical specialists – what makes someone

stand out is their ability to generate fee income.” Chris, Carter, “The qualities of a Big Four partner”, Economia (2014)
<http://economia.icaew.com/finance/july-2014/essay-the-qualities-of-a-big-four-partner>>[accessed 16 September 2016]
20
For example, key performance indicators in the ICAEW measures the number of publications one has
published, the number of events run and the number of attendees, “it misses the whole point” expressed
Bogdan. Soare conveyed a similar message, “People want to be identified as the author or instigator of a
particular piece of research, and they want their name on it when often it’s actually a team effort to get to
that point”.

On the whole, the achievement orientation skews employees’ vision of success to one that focuses on
power and status. It is no wonder there is no lack of narcissists in the workplace spawning fragmented
teams and people who work in silos to advance themselves. Work culture as such becomes competitive
and political that you overstep others to get ahead. It is deleterious to efforts trying to bolster a supportive,
cooperative, mutual environment.

3.3 The machine man

Capitalism hinges on transactions and thereby regards everything as commodity. (Mannheim, 1954, p. 18)
Such a system that makes organizations answerable to shareholders inevitably creates a mechanised
utilitarian environment where labour is treated as a commodity to be maximised and customers as cash
cows to be milked.

Chow shared how people were treated at her time in EY. In her own words like, “cogs in a machine”, and
how she felt devalued. 16 The leadership was task driven and callous, and labour was viewed more as a cost
than asset, a resource more than a stakeholder on a common mission. When asked to delve deeper about
the culture, Chow related how everyone was unhappy, “When I was there, the firm kept reminding us that
no one is indispensable. Indirectly they are just reminding you that if you are not coming to work, I still
have 20 people outside the door waiting for me. Which is pretty sad.”

These organizations were often hierarchical with a top down command and control culture that kept a
watchful eye on their employees to ensure that they are putting in all the hours that they were being paid
for, so as to get the best bang for the buck. “In this process those much-discussed psychological
phenomena, self-estrangement and dehumanization, will develop and a type of man is born for whom a
tree is not a tree, but timber.” (Mannheim, 1954) As a result, creating an atmosphere of fear and team

16 “When I left, I don’t think we felt very valued. We felt more like machines, cogs in a machine. It could be because of the
leadership. They had very unreasonable practices, they will dump you jobs and say ‘you have to clear your annual leave. If you
don’t clear you annual leave, you are not compensated for it. And by the way, when you are on leave, can you make sure you
mobile phone and laptop is with you, and if we email you we expect a response.’ It’s like you’re milking me like a sugarcane, I’ve
got no juice left and you keep milking me. And then you penalize me. They were very inhumane. The leadership was as such, it was
a very unhappy environment. 16” Melissa Chow
21
morale dampens because of the lack of empathy from management, where employees become passive
and disengaged, simply exchanging their time for money without ever being fully present with the
commitment of their hearts and minds.

Unfortunately, this is the truth of many workplaces where people are literally treated as a headcount.
Management knowing that employees depended on their jobs for survival, used this to their advantage
especially when there are so many job seekers and so few jobs. The obvious absence of empathy and loss
of dignity led to disenchantment, disengagement at work and eventually, high turnover rates.

3.4. Time poor, spirit starved

When work is mechanized, people go on like clockwork. The adage that time is money manifests itself
evidently in a society that is about efficiency and getting more done in less time. Everyone just seems
rushed for time.

“Change will happen at a much faster rate than people have experienced in the past. People need to
understand that the rate of change in technology, customer expectation means that life moves very fast.
Aspects of the organization will change more quickly than they used to”, proffered Soare whom I
interviewed. With the increased pace of life, everything in life speeds up. BBC News reveals how this is
reflected in our walking speed, from their research done in 35 cities in the world 17.

Consequently, “a society which uses up all its energies in organization leaves little opportunity for
introversion, contemplation, and reflection” (Mannheim, 1954). Without the time and space for soul-
searching and self-analysis that enables an individual to ponder life choices and consequences, one cannot
extract the profound insights from daily life to develop character, virtues and values resilient in precarious
situations that calls for acute judgement. The person is short-changed of life’s lessons that only reveals
themselves when you stop and think. Thereby, such a society can “neither direct its culture nor further its
creative power.” (Mannheim, 1954)

When asked about how management translate the organization’s purpose and mission to their staff’s daily
work, Chow acknowledges with honesty, “I feel that not all of them understand the impact of their work
because we are so busy with so much work, we don’t have the time to explain the ‘why’.”

17BBC News “What walking speeds say about us”, http://news.bbc.co.uk/ (2007)
<http://news.bbc.co.uk/1/hi/magazine/6614637.stm> [accessed 19 September 2016]
22
The need for efficiency and to constantly keep up is due to the fear that competitors might surge ahead or
that customers would switch providers means that slowing down is not an option. The emphasis on speed
has taken precedence in the way organizations operate. But the truth is, humans are humans. Spirituality,
emotion and imagination are our very essence. Without active rest and space carved out to consciously
ponder, it is difficult to hone intuition and find inspiration for solutions to problems that our time-starved
world now needs.

These are problems I have noticed in practice and insights provided through interviews with management
and employees from organizations while cross referencing them with the review of literature. They reveal
how much human qualities have been removed in the workplace and the current realities we see is the
breakdown of capitalist industrial ideologies. “Contemporary capitalist democracies are creating the
conditions for their own social breakdown. 18” These issues co-relate and interlink, one as a result of
another.

All these are summed in the representation of the reinforcement cycle below. It starts at the core with the
end in mind and sets in motion a cycle of inputs that feeds into the next, reinforcing itself.

18Colin, Long, “Contemporary capitalism breeds a destructive society”, The Sydney morning herald (2010) <
http://www.smh.com.au/federal-politics/political-opinion/contemporary-capitalism--breeds-a-destructive-society-20100112-
m43y.html>
23
4. Vicious reinforcement cycle

In most companies, shareholders want maximum profit. This goal in itself is not the issue, it is the resulting
effects that becomes problematic, confusing means for ends. Similarly, to motivate staff, external stimulus
are used. A culture driven by results becomes task oriented and speedy and employees become
disgruntled which precipitates to unhappy customers, reinforcing the disinterest, leading to poor
performance and low productivity.
Having the wrong indicators of what success looks like, starts you off on the wrong foot, compounding
negativity, leading to detrimental results. In turn, the organization suffers.

Figure 8, Author’s own, Vicious reinforcement cycle, 2016

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III. Reclaiming Soul

1. Root cause analysis

The problems that arise in the previous sections, calls for a reformation of system values to revive
humanness in the workplace, centred on people more than processes, purpose more than profit and
relationship more than results.

The 3 factors that impede or advance purpose and repeatedly surface from the analysis are:
1. Leadership
2. Culture and
3. People

These factors are essential in getting people in the organization to move

together towards a vision. They are entwined, one impacting the other.
However, it is leadership that holds the key to transformation within
organizations and whether or not, purpose is mandated.

Figure 9, Author’s own,
Leadership effects, 2016
Using a ship as a metaphor, the rudder depicts the leader. Although it is a small
apparatus that steers the ship, this is what steers the direction towards the
destination (purpose).
The propeller is a fan blade depicting culture. It determines how fast or slow the
ship moves.
The ship’s crew are the people, each playing their role and working together to
ensure everything runs smoothly.

Leaders are responsible for crafting the goal and directing people towards it19. Leadership puts in place
strategies for how to reach the end point and sets the tone for culture. These factors consequently affects
how people within the organization relate to one another.

19 “My role is to get people move in the same direction. Manage friction. It's a big coordination role.” Vernon Soare
25
2. Unpacking Leadership

2.1 Short sharp purposeful missions

Organizations have mission and vision statements that tries to articulate their purpose, and a set of
corporate directives to drive values and behaviour in the workplace. However, leaders seem to have
problem getting people to internalize them or motivating them towards it. More often than not, it does not
inspire and feels detached because the vision either does not appeal to their aspiration or is too lofty 20.
Due to the many layers of the organizational hierarchy, it hinders direct communication that gets lost as it
cascades down the levels.

To steer the ship, a leader needs to know where it is headed. The leader needs to start with purpose.
Purpose like the analogy of a compass is composed of 3 vital parts.
1. The orientation arrow represents purpose as it always points to true north (N).
2. ‘N’ is the vision and end in mind of where we are headed.
3. The magnetic needle represents values that always aligns itself to orientation arrow and points to ‘N’.

Therefore, Organizations need to begin with a clear vision of who they are and who they want to be in
society so as to get people move together in that direction. “There is a lot of need in the world, in order to
accomplish anything, when you work with people who are like minded and like hearted, you can do
amazing things.” (Kang, 2016) People need to connect their work with a clear purpose, a key message that
effectively communicate why the organization exists.

2.2 Articulating purpose

“Purpose gives direction to be able to see where you are heading.

Understanding the ‘why’ is very important to know why you are doing what you do,

to see the value, and not just moving through the motion.” (Yeo, 2016)

20 “Empathy is the engine of innovation. That’s why I often worry about just how de-humanized our organizations have become.
Listen to the speech of a typical CEO, or scroll through an employee-oriented website, and notice the words that keep cropping
up—words like execution, solution, advantage, focus, differentiation and superiority. There’s nothing wrong with these words, but
they’re not the ones that inspire human hearts. And that’s a problem—because if you want to innovate, you need to be inspired,
your colleagues need to be inspired, and ultimately, your customers need to be inspired.” – Gary, Hamel, ‘innovation starts with
the heart, not the head’, Harvard Business Review, (2015) <https://hbr.org/2015/06/you-innovate-with-your-heart-not-your-
head > [accessed 3 July 2016]
26
With purpose, it orientates us towards the vision and we know exactly where we are heading. Purpose puts
us in a position of certitude and clarity where all decisions is made towards that end in mind. Having the
vision is like a mental picture which is made tangible only if there is purpose, reason and meaning to take
the journey. With purpose, it empowers one to endure the journey. As Nietzsche the philosopher said, “He
who has a 'why to live for, can bear almost any how”. Without purpose, the vision is obscure and the
journey treacherous.

Therefore, to articulate what purpose is, it possesses qualities of will and determination. It channels our
time, energies and efforts in a certain direction and gives meaning to what we do. Purpose knows that the
cause will reap enduring rewards and is therefore ready to stay on course with undeviating focus fixed on
the end goal. Though the journey might be difficult, purpose makes the strivings worthwhile. The cause is
something that transcends self, it turns the attention outwards to help and benefit others.,

As such, the nature of purpose is what is referred to as ‘Transcendence’ in Maslow's Adapted 8 level
Hierarchy of Needs (Figure 2). Simply put, the desire in everyone to find meaning and fulfil the tasks in life
uniquely set for each individual (Frankl, 2004) can be found in actualizing others and enabling them to
realize their potential. This is the pinnacle of self. In the process, we experience true joy and fulfilment, the
full force of living out purpose.

True purpose provides meaning and validates us, giving us a sense of usefulness and competence which
can only be found when someone or something other than self because what we possess uniquely to
ourselves, our skills and talents, is shared and appreciated.

Organizations should for that reason, tap into the latency and potency of purpose. People and
organizations with purpose are energized and ‘switched on’ and are personally invested into the cause. In
other words, when there is a purpose, the motivation takes care of itself. When members of the
organization capture the purpose in their hearts and minds, it has the ability to align everyone to true
north and steer the efforts in that direction.

This is the paradox of life. Value comes from being useful and of service to others. Therefore, the purpose
of work itself should be framed as a process of self-discovery and ever learning journey to become better
versions of ourselves. Where whilst on the journey, we use the skills and strengths present at the point in
time bring value to those around us. Thereby, honing our gifts and talents and the workplace will be
regarded as a harvest field of growth potential.

27
2.3 Culture manifestations

Leaders often lead from an alleviated position with the mind-set that their track records have given them
the right of authority. Often, people desire to be in leadership for the position of power and status. It was
the very nature of competition that selects its leaders for top position. This puts relationships and trust in
the back seat and downplays the collective effort to get there. 21 They are distant and seldom visible to the
staff, displaying a lack of empathy.

Leaders are role models for how people should act and behave. If this is what people experience, it is like
that they play it out at work, thus the herd mentality sets the norms of culture.
Culture can either strengthen or weaken the vitality of the place and the spirit of employees. Asked about
how to set a culture straight, Kang says “is about having empathy, not just understanding the functional
needs that employees have, but the emotional, human need that they have and what is it that drives them.
That’s the starting point.” (Kang, 2016)

2.4 People Synergies

Interviewees when asked about what they love most about their, all responded that it was the people
factor that brought joy. Vernon Soare expressed that “Seeing large teams working together, across
departmental boundaries, with an aim and a purpose they share and they bring their individual talents and
their team talents to a larger project. That is what gives me job satisfaction.”

Indeed, it is people that get things going and should be valued as key stakeholders in decision making
process of the organization. This not only makes employees feel, but also inspire a sense of personal
commitment to achieve it. Having a stake in co-creating the sort of vision they would like to see, employees
become personal embodiments advocating the values of the organization.

3. The new vision

As discussed in my research and analysis, purpose is the cornerstone of any organization. It is the supreme
requirement to create a human centred organization, one where everyone flows together in the same
direction. The building blocks for purpose to be realised are people, culture and leadership. All of these 4

21“Don't aim at success. The more you aim at it and make it a target, the more you are going to miss it. For success, like happiness,
cannot be pursued; it must ensue, and it only does so as the unintended side effect of one's personal dedication to a cause greater
than oneself or as the by-product of one's surrender to a person other than oneself. Happiness must happen, and the same holds
for success: you have to let it happen by not caring about it. I want you to listen to what your conscience commands you to do and
go on to carry it out to the best of your knowledge. Then you will live to see that in the long-run—in the long-run, I say!—success
will follow you precisely because you had forgotten to think about it” (Frankl, 2004)
28
elements has to be considered integrally. They are the cornerstones of building a human centred, purpose
driven culture or what I would call, a soulful culture. Any one of these if ignored, can steer the organization
otherwise.

To create soulful cultures, I believe that it has to start from the inner spaces within an individual 22.
Organizations often emphasize technical and cognitive skills when hiring, however psychological
competence and spiritual awareness tend to be subjacent. No substantive change is possible without a
prior change in consciousness (Anderson, 2016). It is therefore necessary to create the conditions that help
employees develop their interpersonal and self-awareness skills, which relates to the domain of culture.

22 Refer to Appendix: Figure 15 Bob Anderson, The four Quadrants of change, 2016
29
IV. Proposition
Culture is subtle and works unseen (Mannheim, 1954) but it wields it invisible hand on people, revealing
underlying beliefs, shared assumptions and system values through how people act and behave in the
organization when they come together. New narratives, purposes, visions and values must be defined to
alter the current realities for new cultural norms to be built.
Hence, I would like to introduce the model called ‘Culture of Servant Leadership’.

Key features of this framework is that it is

 Human centred: it starting with individual, it appeals to their intrinsic spiritual needs
 Synergetic: Leverages the synergies of relationship in the workplace and enhance the opportunities for
collaboration in order to bring people together towards achieving a collective goal.
 Capacity building: Provides opportunities for one to share skills and talents with others while also
having the space to receive feedback in order to hone it.
 Others actualizing: builds an environment to sharpen others while creating a leadership succession plan
 Virtuously reinforcing: so that these principles become the new culture norms

1. The ‘Culture of Servant Leadership’ model

Figure 10, Author’s own, Culture of Servant Leadership Overview, 2016

30
This model exemplifies the holistic development on an individual on their career path moving from
Stewardship to Mentorship and Servant Leadership. Designed with 3 concentric circle beginning from the
centre, moving outwards, it illustrates the growth of consciousness in a person’s inward reality and self-
awareness. Simultaneously, it reflects the growth of outward influence as one develops both in technical
and psychological competence, thus assuming more responsibilities. As the person moves to the outer
circles, it also illustrates stepping outside comfort zones, being challenged to grow inside and out.

This model is a simplification of people’s need for mastery over their work (stewards), while desiring to be
meaningfully connected to others (mentorship) and finally, to find the ultimate fulfilment of making a
difference to others (servant leadership). What the model is about and what it is not about: organizational
system design, technology workflow, policies, and procedures. Let me explain this in further detail below.

Figure 11, Author’s own, Culture of Servant Leadership Cross section, 2016

1.1 Stewardship
At the center of the model is what I call stewardship.
Stewardship is having responsibility of the tasks and resources given to you. However, it goes beyond just
having responsibility. The principle underlying this is having the element of care and personal ownership
over your tasks and responsibilities. A person in this circle is call a steward.

31
There should be an inward examination on what one’s strengths, weakness, gifts and talents are that is
unique to him/her, conscious of the areas that requires improvement and development so that one can be
more effective at work. Questions such as “what skills are unique to me that I offer to value add others?”

Being at the start of one’s career, the steward at this point might not have much external influence in the
organization yet. It is a time to build up one’s skill and finding meaningful ways to apply their strengths.
Questions such as “how can I seek out opportunities to hone my skills and utilize it in the workplace?”

1.2 Mentorship

The second layer of the model is Mentorship.

Mentorship is about fostering a relationship between a senior person, called the mentor, in the
organization and an employee in a more junior role, the mentee. The underlying principle is building up
and fortifying others. It highlights a dual communication and feedback loop which the more experienced
employee guides the apprentice.

A mentor is a steward who starts taking on leadership roles. As the steward becomes more technically able,
s/he has grown with more skills, knowledge and experience and is able to assist a younger staff in their
development, thereby taking on the role as a mentor.

The mentor’s role is to impart skills while challenging their subordinates and increase their effectiveness.
Having responsibility over another means that s/he has to develop a self-awareness and maturity to be
able to build up the mentee. As the senior person shares and impart their experience to the mentee,
usually a younger person, s/he can avoid repeating the same mistake and assimilate into the organization
faster. Meanwhile, the mentee could bring in new knowledge and perspectives. Each has something to
teach and learn, creating a space for dialogue and feedback and an opportunity to build good interpersonal
skills.

As the mentor is also on the journey of growth, they will have their mentor to guide and process stuff with
as well. The idea is for the next generation of leaders to be mentored.

According to Vygotsky’s Zone of Proximal Development theory (Vygotsky, 1978), under a mentor’s
guidance, an individual can increase his potential and development. Formally designing a mentor-mentee
framework into organization helps cultivate an intentionality for relationship building based on
communication, learning and fortification of one another.

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1.3 Servant leadership

The outermost layer is Servant leadership. It is the combination of Servanthood in Leadership.

Leadership as we know it is the person who a position of authority leads the organization towards a goal or
purpose and directs people to it. Servanthood is about being of service to others that take a posture of
humility. The principle underlying is about bringing out and building up the strengths of others.

Servant leadership is therefore leading to serve others, to primarily meet the needs those that follow them.
Servant leaders are in management roles, making decisions that can impact others and determining the
vision. Servant leaders “inspire trust and create a vision which people can build upon, servant leadership
helps build the Purpose-driven organization” (Anderson, 2016). They set a tone that drives culture because
others follow and begin to lead by serving as well (Greenleaf, 1977).

A Servant leader is first and foremost a steward who has displayed excellence over his/her task and a
mentor who has demonstrated genuine care for people. They lead by example, with their hearts and minds
and have a purpose beyond self. Every aspect of their life is consistent with their beliefs and values inside
and outside work. They allow themselves to be seen, possessing the humility to be seen weak while and
having a resolute strength calling the shots. They are perceived to be real and within reach.

Their key attributes of a servant leader is the profound self-awareness and consciousness of how they
influence others. They have a discipline of constant reflecting on what can be done differently and better,
how they can adjust, adapt and grow (Kang, 2016). Their inward consciousness brings about an outward
transformation of self and of others and there is a sense of fulfilment that comes from building people and
seeing others grow.

In essence, a Servant Leader serves his subordinates by coaching and mentoring them to become future
leaders.

33
2. How the ‘Culture of Servant Leadership’ works

Figure 12, Author’s own, Culture of Servant Leadership examples, 2016

The pyramid is a cross-section view showing how a mentorship culture operates within an organization. It
does not refer to any hierarchical structure but simply attributes the fact that there are lesser leadership
than executive positions.

Above are 2 examples of how the dynamics of mentorship can take place. The pink arrows symbolize the
channels of communication and fortification peer to peer, mentor to mentee and leaders to staff.
Depending on individual organizations, this can happen laterally within teams or across levels and
functions. It fortifies one another because it is through the process of teaching that we learn, and in being
mentored, we grow. It focuses on people at the heart of the organization, generating engagement and
creating change from the inside out.

Broken down to its basic unit, employees at every level play an active role in sharing ideas and giving
feedback. They are able to be creatively involved, while leaders play more of the role of facilitator and
coach. Due to the participative and communicative nature that focuses on teamwork and self-
development, iron sharpens iron as people adapt and learn and refine what they do. Not only does it
cultivate a continuous feedback loop, it produces high performance teams. Thus, achieving transcendental
experiences in the workplace because employees feel empowered as contributors toward the overall
success of the organization rather than mere labour.

34
 Figure 13, Author’s own, Culture of Servant Leadership Basic unit, 2016

By virtue of the Servant Leader being in close proximity to the staff, s/he is able to sense the ground and is
also able to bring down the vision and management strategies to the executive level and get staff’s input.
Through the conversations and discussions, employees at every level are deeply involved in decisions that
would impact them and this helps to aligning them to the vision (Anderson, 2016).

This however, has to be rendered in an environment of authenticity, trust and transparency so that it builds
a safe climate to fail and make mistakes under care and guidance. Such a process ideally expands the group’s
consciousness while also ensuring the chain of information from the top is delivered personally.

3. Impact of the culture of Servant Leadership

3.1 Capacity

From the perspective of stewardship, employees are encouraged to be better at their craft in a supportive
environment. It builds capacity because there is space designed for feedback. Since one’s developmental
journey is not alone, employees can nurture interpersonal skills and enhance their spiritual awareness as
they become more and more mindful of others. Because everyone is together on the path of growth and
evolution, the environment is one that nurtures trust and feel safe for employees to explore and
experiment while learning from their mistakes.

3.2 Continuity

Having a mentorship system in organizations also make people feel valued and recognized as individuals. It
taps into the synergies of relationship across all levels, functions and team.

35
Through having direct communication channels, engagement between people high up in leadership and
young employees at the bottom is bolstered. Mentorship bridges the gap as feedback from staff and will
always be heard by management. It reinforces the idea of continuity where the next generations of leader
are mentored while also continuing the whole idea of the purpose and vision.

3.3 Collaborations

Such mentorship also bridges cross generational gaps as the younger generation of employees can share
new trends and updates, being more in touch with the changes of technology.
As the culture reinforces the virtues of servant leadership, injects a new kind of spirit that puts others first.
Collaborations would be much more natural while skills exchanges take centre stage as people are open to
sharing and learning. It promotes creativity while each individual hones their skills and competencies and
also help other see their strengths.

This can be summed up in the virtuous reinforcement cycle.

36
4. The virtuous reinforcement cycle

Figure 14, Author’s own, Virtuous reinforcement cycle 2016

A virtuous reinforcement cycle is starts with purpose maximization where measuring success are things like
‘how much are we closer to our goal?’, ‘have we met the needs of our stakeholders?’, ‘in the process, did
we abide by the set of values?’, ‘have we grown from this?’ Employees are intrinsically motivated by self-
development opportunities.

This culture is a relational one where there is time for reflection and feedback from mentors, leading to
continuous improvement.
Employees feel positively charged and are willing to go the extra mile for customers, which at the end leads
to high performance and productivity and the organization prospers. Also, when morale increases, staff
attrition significantly reduces.

Having the right vision of what success looks like, it harnesses employee’s intrinsic motivation, multiplies
positivity, leading to favourable results where growth and profit comes as a result

37
5. Uses for the Culture of Servant Leadership model

1. For the individual: This model represents the journey of the individual towards greater personal and
professional growth in all areas of self.
2. For the individual and management: This model is also a map to identify at points of the journey people
are at. For example, for those who steward well, management can consider if they are ready to be
challenged towards mentorship of others and for those who mentor well, if they are ready to be
challenged to take on greater roles of influence and to lead others.
3. For those is leadership: This model is an outline for creating the kind of human centred soulful
organizations that people want to work for. The model can also be used as a tool to develop talents,
building people for succession within the organization

38
V. Conclusion

1. Summary

I started off with the attempt to create purpose centred organizations and in the process, got caught in its
web because purpose was a sticky issue that meant many things to different people. I understood that
purpose and the need for meaning is an innate quality in human beings but in order to nail down a
universal concession, I had to look into human needs and motivations for the answers. I found them in
what Frankl describes as the forgetting of one’s self and in giving of one’s self to a cause to serve and to
love. (Frankl, 2004)

However, this was not the reality in the current workplace because culture was not conducive and
leadership was a big impediment. There was little in the design of organizations that gave space for
reflection, feedback and iron sharpening iron to meet the deeper psychotically needs of people. The
workplace experience was simply the absence of humanistic qualities of connected and empathy.

In the process of unpacking purpose in organizations, I found that Leadership, Culture and People were
essential components. These elements led to the creation of the ‘Culture of Servant Leadership’ model
which is fundamentally human centred. The model focus on people sharpening their skills with one
another, organizations stand to benefit from their technical, professional and personal development which
results in better performance. Through having a mentorship network, it brings out the best in people and
creates a virtuous cycle of positivity and productivity. Ultimately, in attaining the role of leadership is to have
built up one’s consciousness and influence and channel it in service of meeting people’s needs.

This framework thus unlocks employee’s motivations and leverage their potential while creating a culture
that enhances not only the individual but the organization as a whole. Purposeful work thus produces
meaning, benefitting employees’ wellbeing and bringing joy to the workplace. Pulling together the
synergies of people, the organization transforms integrally from the inside out.

2. How this is useful for researchers and practitioners

Reflecting on the present, a picture of the ideal work state is one that cultivates more relatedness in the
workplace. We need to update our emotional operating systems by “getting to the human side, beyond the
rational side of people” (Kang, 2016). Work Relationship matters and developing a culture that builds
people are just as important as driving performance.

39
To be clear, in emphasizing the more human aspects of things, it is not at all to disqualify the importance of
having a healthy profit, being results driven or having performance indicators in place. In fact, the external
processes, rewards, recognition and performance management systems are very much part of the whole
employee wellbeing enhancement process. However, it is vital for researchers and practitioners to consider
the psychological and spiritual needs of an individual when looking at organizational change or design
because this is an area that is acutely lacking.

3. Recommendations for future

The ‘Culture of Servant Leadership’ model explains how Culture, leadership, people, purpose, values all
work hand in hand. These are central for any organizations. So far my focus has only been on the
accounting and audit industry but I believe that any organization, institution that has people can apply this
knowledge.

Specifically, I believe that area of education where there are teachers and students, could particularly do
well with having a Culture of Servant Leadership in schools. Teacher, educators, professors have huge
impact on the next generation of thinkers and leaders, and must therefore themselves, be mentored so as
to be sharpened to their best ability. While also having the heart of service to bring out the best in their
learners as they role model as servant leaders do.

4. The spirit and not the letter

For those who want to impact others positively, regardless whether you have a small team or own a large
organization, in all of these, it is to understand the spirit and not the letter of the law. To capture the
essence and not just the theory, to grow in consciousness and influence so as to effect positive social good
at scale.

If there is anything holding back, it could be as William Pollard suggest,

“that the only limitation, if there is one, is the ability of leaders to exercise the spirit of humility,
subordinate self, and become engaged with compassion and love for those they lead. When we lead by
serving, we assume a commitment to be examples in our public and private lives, to be initiators of change
and growth, and to be always willing to do whatever we ask others to do.” (Pollard, 2014)

40
My hope for organization who adopts the ‘Culture of Servant Leadership’ model is that it will create a
ripple effect of change, that when internalized and practiced from the inside out, true lasting
transformation will take place.

I wish for every organization to impact and inspire those who come your way, people you employ, clients
you meet and their organizations, to create a movement of whole individuals and organizations fulfilling
your purpose, a ripple at a time.

41
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Interviews

1. Author interview with Gerard Ee, President of ISCA, 5 August 2016.

2. Author interview with Gregory Mak, Director of Technical Advisory, Professional Standards, and
Learning & Development at ISCA, 5 August 2016.
3. Author interview with Melissa Chow, Director of Strategy, Global Alliance & Research at ISCA, 11
August 2016.
4. Author interview with Carmen Yeo, Research and strategy executive at ISCA, 11 August 2016.
5. Author interview with Regina Ng, International Relations Manager at ISCA, 11 August 2016.
6. Author interview with So-Young Kang, founder of the Awaken group and the CEO of Gnowbe, 17
August 2016.
7. Author interview with Jerald Lam, Consultant and Coach at Awaken Group, 17 August 2016
8. Author interview with Vernon Soare, Chief Operating Officer of ICAEW, 31 August 2016.
9. Author interview with Alex Bogdan, Programme Manager of AuditFutures at ICAEW, 20 July 2016.

46
Appendix
1. References

Figure 15 Bob Anderson, The four Quadrants of change, 2016

2. Author’s suggestion for New tools of engagement

2.1 Talking cards

Tool name: Talking Cards
Objective: To get people new to
one another warmed up quickly.
What is it: A visual aid for
conversation starters.
How it is used: Using our
imagination to express ourselves/
thoughts/ our point of views.
Context: Created to be used in the
workplace environment, but can
be applied in any form befitting

Figure 16 Author’s own, Talking Cards in use, 03 March 2016. the said objectives.

47
 2.2 Growth cards

Figure 17 Author’s own, Growth Direction cards, 18 May 2016.

Tool name: Growth Cards

Objective: To identify growth stage
What is it: A set of 3 colour coded cards with either scenariors or statements of Frequently Asked
Questions. The user flips over the card with the statement that resonates most. On the back it reveals area
for possible growth with suggestions that users can forward.
How it is used: Flip over cards of statements which resonate with where the individual is at now.
Context: Used by human resources of management in a one to one or small setting to find out invidual’s
growth need.

48

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