The changing dynamic of leading knowledge workers

Abstract

Purpose– The purpose of this paper is to investigate, from the perspective of knowledge workers (KWs), the factors which underpin worker performance. Although a broad array of factors is examined, the role played by the front-line manager (FLM) appears pre-eminent.Design/methodology/approach– Using data collected in 2012 from a sample of 73 New Zealand KWs, the authors adopt a phenomenological approach to understanding how the FLM influences their performance motivations. A two-pronged research design was employed; stage 1 involved a paired statement exercise, which was immediately followed by stage 2, an in-depth interview.Findings– The behaviour and support afforded to KWs by their FLM emerged as an important influence on their individual performance. Specifically, behaviours which convey value, trust and respect, and afford support, recognition and an appreciation for work completed seemingly empower and motivate KWs to superior performance.Research limitations/implications– The distinctive qualities of KWs and what constitutes their effective management needs to be given consideration in research. Identifying the depth and breadth of the FLM role contributes to this understanding.Practical implications– FLMs need contemporary development and continued support across the broad spectrum of people management activities, to enable them to build positive relational ties, which are so important to KWs.Originality/value– This paper contributes much needed empirical data to the understanding of how FLMs contribute to KW performance.