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6-Authority Derives from the Self-Organization of Doers, Not Arbitrary Hierarchy

Support those who do the real work. Leave room for the doers to work out solutions to problems.

Leadership in the process of self-organization of doers involves active listening, empathy, a sense of responsibility, actively promoting the growth of others, a sense of community, and persuasion.

Leadership in doer self-organization does not depend on detailed rules, but is guided by general principles, thus creating a positive environment for teamwork.

Doer self-organization empowers employees, strengthens competence, listens to competence, and learns from failure, and from overcoming failure, in an iterative process.

Servant leadership is based primarily on principles that arise from bottom-up self-organization.
Servant leadership leads and directs top down when bottom up does not appear efficient, but in principle gives preference to bottom up.

For self-organization to function, the optimal environment for work must be created. This will lead to improvement in the quality of output. Provide an atmosphere conducive to employee creativity and growth. Rules narrow the space for experiment and development, and thus hinder creativity in the sorting out of difficulties. Principles, as opposed to regimens, give room for development– room for creativity, space for continuous learning, room for improvement.

The princes of old pretended to serve the people, but frequently dumped them into royal chaos. As often presented in Shakespeare’s plays. The lords of the industrial age also omitted service and focused entirely on leadership. They exercisped their power through rules and punishments.

The kings of the industrial age directed armies of workers to perform predominantly manual tasks that required skill but not a high level of education.

The requirements in the digital age are highly complex. Intellectual skill is required, instead of manual skill. In order for this competence to develop, unfold, and be used optimally, leadership has to come from self-organization of the doers.

Today’s employees are knowledge workers with a very high level of education. If you try to lord over them according to the old pattern, don’t be surprised if they quit. Knowledge workers are guided by principles that they constantly improve through self-organization.