In the intricate web of corporate relationships, the tensions between bosses and employees have long been a challenge faced by workforces worldwide, regardless of industry or profession. Amidst this timeless struggle, an intriguing question emerges: Could choosing one’s own boss in the workplace potentially reduce workplace conflicts?
Recent findings from a survey of South Korean professionals in their 20s and 30s conducted by the job platform Incruit revealed that nearly 90 percent of the 767 respondents would prefer this unconventional approach to the status quo, with 28.8 percent citing “expectations of a decrease in workplace bullying and harassment” as the main reason. But do these results point towards a potential solution, or does it raise more complex questions about workplace dynamics?
Henry Stewart, the founder and Chief Happiness Officer of Happy Ltd, a small London-based company specializing in IT courses and leadership coaching, is currently pioneering this new approach. With a deep-rooted belief in coaching as a leadership style, Stewart introduced the "choose your own manager" method at Happy Ltd, aiming to transform workplace dynamics.
Stewart’s inspiration for this approach came from his past encounters with dissatisfied managers and employees in conventional workplaces. In his view, a good manager is a coach, guiding employees toward their own solutions and goals rather than imposing tasks upon them. The implementation of this approach resulted in overwhelmingly positive feedback from employees, who noted that coaching sessions helped them boost their confidence and find innovative solutions, empowering them to tackle challenges head-on.
At Happy Ltd, a clear distinction exists between individuals in strategic roles and those in people-oriented positions. Heads of department are tasked with various strategies for the firm itself, while managers focus on coaching, helping employees build confidence and freely addressing task-related queries. Remarkably, this shift in perspective led to a significant reduction in employee turnover, with not a single voluntary departure due to workplace dissatisfaction in the past four years.
Addressing concerns about the notion that employees merely seek lenient managers, Stewart said that he found people in the workplace genuinely like being challenged when they are comfortable managing the tasks assigned to them.
“The misconception that employees prefer lax superiors is mainly due to dissatisfaction caused by unpreparedness or inadequate training,” he pointed out. “Once assigned to a manager they connect with, you will see work productivity increases tremendously.”
Contrary to stereotypes that associate this approach solely with the younger workforce, namely the Generation Z, Stewart argued that the desire for workplace autonomy transcends generational boundaries.
“The thing about Generation Z is that they are not actually advocating for anything ridiculously radical,” he said. “Sometimes, it is simply that they are not afraid to voice what older generations have secretly wanted all along.”
Professor Jeongkoo Yoon from Ewha’s School of Business shared his perspective on the “choose your own boss” system. According to Yoon, this method might find success in a firm with a matrix structure, where multiple teams or departments handle similar tasks, such as in a factory mass-producing specific goods. However, he emphasized that its implementation could pose challenges in more complex organizations lacking a singular chain of work.
Yoon acknowledged the appeal of this system, especially among younger generations seeking accountability from their superiors.
“While recent laws have been introduced to penalize bosses mistreating their employees, this might merely drive such behavior underground, leading to subtler, crueler forms of mistreatment,” he explained. “This, in turn, could result in trauma, stress, and a growing desire for a more democratic workplace environment among employees.”
However, Yoon emphasized the necessity of addressing fundamental issues within South Korea’s work culture, starting with redefining leadership. He cautioned that without effective coaching for leaders and bosses, the implementation of a “choose your own boss” system might prove ineffective in addressing the root problems in the workplace. The focus, he suggested, should be on nurturing competent leaders to foster a healthy work environment.
Yoojeong Seo, a research associate at the Korea Research Institute for Vocational Education & Training (KRIVET), explained that the feasibility of the “choose your boss” system may differ country to country, depending on ingrained corporate culture and civic consciousness.
Seo noted that in South Korea, workplace dynamics underwent a significant shift following the IMF crisis, marked by major layoffs. This period instilled a sense of gratitude among employees for the jobs they managed to secure, which sometimes enabled bosses to harass their employees without fearing backlash.
In the present scenario, new legislation penalizing bosses for employee harassment, coupled with the ability to file anonymous reports, has given rise to unintended consequences. Seo highlighted instances where some employees misuse this power, falsely accusing bosses as a form of retaliation. Such actions are taken with the intent to either remove the boss from their position or hinder their career advancement, often driven by personal motivations.
“My research finds that the majority of bosses who have been falsely reported for faculty abuse were marginalized members of the workforce, mainly women, due to their perceived vulnerability,” she said.
Hence, Seo suggested that enforcing the “choose your own boss” system without careful consideration might lead to ineffectiveness. Instead, she emphasized the importance pre-employment civic education to instill responsible conduct. By fostering these qualities early on, individuals would be less likely to misuse the freedom of choosing their own bosses if given the chance, for personal gains.