eBook - ePub
Accountability: Taking Ownership of Your Responsibility
Browning
This is a test
Share book
- 30 pages
- English
- ePUB (mobile friendly)
- Available on iOS & Android
eBook - ePub
Accountability: Taking Ownership of Your Responsibility
Browning
Book details
Book preview
Table of contents
Citations
About This Book
More and more managerial challenges require leaders to be accountable-to take initiative without having full authority for the process or the outcomes. Accountability goes beyond responsibility. Whereas responsibility is generally delegated by the boss, the organization, or by virtue of position, accountability is having an intrinsic sense of ownership of the task and the willingness to face the consequences that come with success or failure. Through this guidebook you will learn how your organization and its leaders can create a culture that fosters accountability by focusing on five areas: support, freedom, information, resources, and goal and role clarity.
Frequently asked questions
How do I cancel my subscription?
Can/how do I download books?
At the moment all of our mobile-responsive ePub books are available to download via the app. Most of our PDFs are also available to download and we're working on making the final remaining ones downloadable now. Learn more here.
What is the difference between the pricing plans?
Both plans give you full access to the library and all of Perlegoās features. The only differences are the price and subscription period: With the annual plan youāll save around 30% compared to 12 months on the monthly plan.
What is Perlego?
We are an online textbook subscription service, where you can get access to an entire online library for less than the price of a single book per month. With over 1 million books across 1000+ topics, weāve got you covered! Learn more here.
Do you support text-to-speech?
Look out for the read-aloud symbol on your next book to see if you can listen to it. The read-aloud tool reads text aloud for you, highlighting the text as it is being read. You can pause it, speed it up and slow it down. Learn more here.
Is Accountability: Taking Ownership of Your Responsibility an online PDF/ePUB?
Yes, you can access Accountability: Taking Ownership of Your Responsibility by Browning in PDF and/or ePUB format, as well as other popular books in Betriebswirtschaft & Leadership. We have over one million books available in our catalogue for you to explore.
Information
Topic
BetriebswirtschaftSubtopic
LeadershipFocus Areas
CCLās research has yielded a simple model that is designed to build a culture of accountability (see Figure 1, page 13). The five focus areas are
ā¢ supportāorganizational, supervisory, and work team support
ā¢ freedomāthe freedom to direct important aspects of the work
ā¢ informationāaccess to relevant information needed to do the work
ā¢ resourcesāaccess to enough resources to do the work
ā¢ goal and role clarityāclarity of the goal, responsibility, and consequences of action or inaction
Accountability Scorecard
Rate how well you think your organization and its leaders employ these practices of accountability. The scale ranges from 1 (not very descriptive of us) to 5 (very descriptive of us).
ā | 1. We are specific and clear about roles, team leadership, and individual ownership in a way that eases confusion. |
ā | 2. People have a sense of ownership for the results of their team. |
ā | 3. We face squarely what went right and what did not, and why. |
ā | 4. When things donāt go right, we donāt hear denial, blaming, excuses, and scapegoating. |
ā | 5. The team leader is held accountable for the results of the team, even when results fall short of rising expectations. |
ā | 6. The accounting aims at improvement, not punishment. |
ā | 7. People expect that their actions, decisions, and behaviors will be evaluated. |
ā | 8. Leaders take the initiative to claim and create what they need to succeed. |
ā | 9. People are held accountable if they donāt do what they say they will do. |
ā | 10. When facing competing priorities (for example, cutting costs versus improving customer service), people feel that they have the freedom, support, and control to decide how to navigate the conflict. |
ā | 11. People feel and can see a strong link between what they do and overall team performance. |
If your total score is less than 33, your organization and its leaders probably need to take a look at how they can better create a culture that encourages accountability.
Of the above eleven items, which two have improved most in the past eighteen months?
Which two might you be overdoing?
Which two would benefit you most to improve in the next eighteen months?
In addition, leaders have to balance between two competing considerations: process and results. Indicate below how well your leaders balance these two considerations, with 1 indicating that they put too much weight on the process, 3 indicating that the balance is just right, and 5 indicating that they put too much weight on results.
ā | a. Leaders are held accountable for the standards and procedures they use to make decisions. |
ā | b. Leaders are held accountable for the outcomes of their decisions. |
Support
In complex organizations, support for major projects can be both broad and deep. In general terms, there are three types of support that are most crucial for fostering accountability. The first is an organizational level of support. The second centers around the role of the supervisor or boss. The third is the human resources assigned to the taskāthe managerās team.
Support for accountability has a structural aspect as well as a cultural aspect.
The structural component comprises systems that provide goal and role clarity, that grant authority and official power, that supply information from internal and market sources, and that furnish resources for operational implementation. Following are some questions you can ask to determine the degree of structural support for accountability at each of the three levels.
ā¢ Organizational level
ā Does the organization publicly acknowledge the importance of the work and the people doing it?
ā Do our strategy and tactics align with the workās mission and vision?
ā Are there clear processes to ...