Managing intensity in knowledge work: Self-leadership practices among Danish management consultants

Abstract

This paper examines the sources of knowledge workers’ work intensity and the self-leading strategies they apply to deal with it. The paper is based on focus group interviews with management consultants in a Danish management consultancy firm. Work intensity was identified as resulting from a combination of: (1) a results-only focus, (2) vagueness, (3) boundaryless work, and (4) low control of the quantitative load. A framework for self-leading strategies is developed based on the dimensions of reactive/proactive and self-focused/externally focused strategies in different combinations. The results indicate that while consultants expressed a belief in internal self-discipline strategies of a more reactive nature, in fact, external and proactive strategies were the most effective in practice. In conclusion, the paper contributes to an extension of self-leadership theory to better account for current research on self-control.

Research literature on leadership of knowledge workers: where are we, and where should we be heading?

“…Attitudinal and behavioural outcomes linked to the leadership of KWs includes psychological empowerment (Bäcklander et al , 2018), psychological well-being (Joo et al , 2016), employee awareness (Berson and Avolio, 2004), work commitment (Pihl-Thingvad, 2014), affective commitment (Thompson and Heron, 2005; Jayasingam and Yong, 2013), organisational commitment and job satisfaction (Jayasingam and Yong, 2013; Walumbwa et al , 2005), presenteeism (George et al , 2017), problem understanding (Politis, 2002), reduced job stress (Hadadian and Zarei, 2016) and autonomy and trust (Robert and You, 2018).…”

“…Some authors have emphasised a group-level identification of KWs based on professional occupations and a shared ideology, high-level cognitive demands and knowledge intensity associated with the job. Examples of professions include management consultants (Bäcklander et al , 2018; Joo et al , 2016; Pepper, 2002) scientists and biotechnology engineers, software designers and information technology (Bartol et al , 2009; Analoui et al , 2013; Prasad et al , 2013; Yan et al , 2011; Kehoe and Collins, 2017), R&D workers (Thompson and Heron, 2005; Sørensen and Holman, 2014) and financial analysts (Islam et al , 2013; Walumbwa et al , 2005). In terms of workplace and job characteristics, task autonomy, flexible work structure, task complexity, non-routine work, problem solving, creativity and innovation have been characterised.…”

To See or Not to See: Importance of Sensemaking in Employee Self-direction

“…Related to the concept of self-direction it has been pointed out that increased autonomy or lack of job confinement does not equal control over work (Busck et al 2010;Grönlund 2007;Hvid 2009), that is, it may include little control over work demands. While market demands are not bureaucratically processed and turned into neatly parceled tasks, knowledge workers may nevertheless be expected to 'infer' demands (Bäcklander et al 2018), estimate time consumption for projects and out-bid one another (Tynell 2002), and proactively anticipate and adapt to new demands (Allvin et al 2006;Maravelias 2007). 'Seeing work' then seems to be an ability and not least a willingness to interpret and translate new information into work demands, relate them to individual strengths and knowledge, and craft tasks out of it.…”

The Challenges of Strategic Leadership in Organizations

“…Next Bäcklander, Rosengren and Kaulio (2021) discuss self-leadership practices among knowledge workers in Denmark in the paper titled ‘Managing intensity in knowledge work: Self-leadership practice among Danish management consultants.’ Management consulting is a knowledge-intensive business practiced by highly educated workers whose major skill is handling and producing information. Knowledge intensity is reliant on the creativity of the worker, the professional judgement of the worker, and close interaction with clients.…”