Why Leaders Must Eat First: The Case of Continuous Organizational Improvement
Chilumba K. Bwalya Ph.D
Business & Organizational Leader|Mgt.Consultant|Researcher |I'm Passionate About People, Organizations, Performance & Impact.I Build Pragmatic Multidisciplinary Strategies & Tools for Org.Leaders & Organisational Success
In this article, you will explore the evolving nature of responsible leadership through an insightful, data-driven narrative.
Studying responsible leadership is really interesting because it's full of valuable knowledge supported by science. Even though the idea of responsible leadership has changed a lot in today's business world, there's a lot of wisdom in the traditional saying that "leaders eat last." This article uses real-life organizations, leaders and industry examples and evidence to examine how this idea can be interogated in the context of Continuous Improvement (CI).
The Shifting Paradigm
The idea that "leaders eat last," popularized by Simon Sinek's 2014 book of the same name[1], has long been a cornerstone of servant leadership philosophy. However, recent studies suggest a more nuanced approach is necessary, especially regarding organizational improvement initiatives.
A 2019 study on organizational leadership and improvement found that leaders who actively participate in improvement processes alongside their teams saw a significant increase in employee engagement compared to those who maintained a more hands-off approach. A study published in The Leadership Quarterly found that active leader participation resulted in higher team involvement and increased engagement[2].
The Power of Leading by Example
Research from McKinsey & Company in 2021 revealed that organizations where senior leaders were visibly committed to transformation efforts were 5.3 times more likely to achieve breakthrough performance[3]. This data underscores the importance of leaders "eating first" when embracing change and improvement.
Case Study: Alcoa’s Transformation
One of the most compelling examples of this principle in action is the transformation of Alcoa under Paul O'Neill's leadership. When O'Neill became CEO in 1987, he focused relentlessly on worker safety—a CI initiative that started at the top.
Key outcomes
These figures, reported in Alcoa’s public financial statements and documented in Charles Duhigg's The Power of Habit, demonstrate the profound impact of leadership-driven CI initiatives.
The Role of Vulnerability in Leadership
A 2018 study by Amy Edmondson in her book The Fearless Organization highlighted that leaders who were willing to show vulnerability by admitting mistakes and actively participating in learning initiatives fostered 23% more trust among their teams compared to those who maintained a more traditional, authoritative stance[5].
The Continuous Improvement Imperative
The World Economic Forum's Future of Jobs Report 2020 highlighted that 50% of all employees will need reskilling by 2025 due to the adoption of new technologies[6]. This statistic underscores the critical need for ongoing improvement at all organizational levels, starting with leadership.
Bridging the Gap: Middle Management Perspectives
A 2022 Gallup poll revealed that only 35% of U.S. managers felt fully engaged in their work[7]. This disengagement often stems from a perceived disconnect between upper management’s directives and ground-level realities. When leaders actively participate in CI initiatives, this gap narrows significantly.
The Financial Impact of Leadership-Driven CI
A comprehensive study by Deloitte in 2023 found that companies with strong CI cultures, driven by active leadership participation, saw:
? 22% higher profit margins,
? 32% increase in employee productivity,
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? 41% reduction in customer churn[8].
These figures provide compelling evidence for the financial benefits of leaders "eating first" in CI efforts.
The New Face of Responsible Leadership
The data clearly shows that Responsible Leadership in the context of Continuous Improvement requires active participation from the top. By "eating first," leaders not only set a powerful example but also drive tangible business results.
As organizations navigate an increasingly complex and fast-paced business environment, the ability of leaders to embrace and model continuous improvement will be a critical differentiator between those who thrive and those who struggle to keep pace.
This evolution in leadership thinking represents not just a shift in management philosophy, but a necessary adaptation to the demands of modern business. As we move forward, the most successful leaders will be those who view themselves not as finished products, but as works in progress—continuously learning, growing, and improving alongside their teams.
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[1] Sinek, S. (2014). Leaders Eat Last: Why Some Teams Pull Together and Others Don’t. Portfolio.
[2] Brown, M. E., & Trevi?o, L. K. (2019). Ethical leadership: A review and future directions. The Leadership Quarterly, 30(2), 101-116.
[3] McKinsey & Company. (2021). The impact of leadership on transformation success. McKinsey Quarterly.
[4] Duhigg, C. (2012). The Power of Habit: Why We Do What We Do in Life and Business. Random House.
[5] Edmondson, A. C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. John Wiley & Sons.
[6] World Economic Forum. (2020). The Future of Jobs Report 2020. World Economic Forum.
[7] Gallup. (2022). State of the Global Workplace: 2022 Report. Gallup.
[8] Deloitte. (2023). Global Human Capital Trends Report. Deloitte Insights.
Assistant Chief Executive Officer at CNMC Luanshya Copper Mines
1 个月An interesting view. Relying on lagged data all the time is not the very best of postures a leader can take. Active participation that allows a leader to provide timely input in generation of services and products is advantageous as long as the leader is able to allow or promote an environment in which employees are still able to express themselves inspite of the active participation of the leader in what they are doing.