Social Agency to Transform Workspaces
iLeadership @ Work
Edition 3025 of On Leadership is the second in a series on iLeadership in Workspaces.
Edition 2925 (https://karoo.world/work-need-not-be-punishment/) set the scene by providing a contextual background to what we call ‘work’, and how from a systems perspective, we shape it while it shapes us.
Workspace Engagement
Research reveals that in 2023 about 78% of employees are NOT engaged at work. Refer to the infographic above.
The implication is that almost eight out of ten workers are:
- Apathetic,
- Indifferent, and
- Distracted
Those are NOT the sorts of attributes that will make any workspace productive, fun, fulfilling or meaningful. We spend one quarter of our lives ‘at work’, surely if we are vigorous, dedicated and absorbed it will be better for us, our co-workers, the workspace in general, owners, communities and citizens.
Why are People Engaged or Disengaged (from their Work (and otherwise))?
How much of the ‘un-engagement’ is workers’ responsibility, and how much is it the culture of the workspace?
Well, if culture is defined as the way we do things in a particular setting, then it is us, the workers, managers and owners—all those involved in the workspace, however we define it and whatever our roles—who are responsible.
Each of us chooses to be engaged or not.
And, when we engage, we make ‘work’ agreeable
to ourselves and everyone concerned.
Social Agency
Social Agency is the capability to think critically, choose smartly and
act with productive social purpose.
Social Agency is founded on a person’s self-efficacy—the belief a person has in their
capabilities to produce chosen levels of performance that influence
events, conditions and circumstances that
affect their and others’ lives.
‘Workers’ who are disengaged from their work are fundamentally disengaged from their Social Agency.
Therein lies the problem, and the solution, to an agreeable, productive and meaningful workspace.
Furthermore, Social Agency exists in a context defined by a person’s life and leadership philosophy and principles, and their associated behaviours.
There are productive and unproductive philosophies, principles and behaviours that influence and shape our workspaces—they make our ‘work’ agreeable or not; they incentivise ‘workers’ to be engaged or not.
Philosophy and principles that drive behaviours are social constructs, formed and shaped by us until they become our culture—the way we do things around here.
These are the building blocks that create and then define a culture, making work agreeable (or not).
Let us be reminded what ‘agreeable’ means in our workspaces.
| Work-associated Benefits | Making Work Agreeable |
| Survival and Economic Necessity | At its most basic, work provides money for food, shelter and healthcare. In modern societies, access to resources is mediated through currency—so earning becomes essential.
Some people are self-employed while others are employed—the arrangements, rewards and psychology might differ, but not the work. |
| Identity and Purpose | Work often becomes a core part of personal identity: ‘I am a teacher, ‘I am a musician’.
It offers a sense of purpose, structure and contribution to something larger than oneself. |
| Social Cohesion and Contribution | Through work, people interact, collaborate, build cohesion and organisational culture.
It can also be a way to contribute to society, whether through caregiving, innovation or service. |
| Growth, Learning and Leadership | Work challenges people to develop skills, solve problems, adapt and grow.
It is a platform for personal evolution, and the expression of leadership—not just economic gain. |
Next week (On Leadership 3125) we examine how every ‘worker’ has the power to influence and shape the culture of their workspace through their Social Agency.
We can transform our workspaces when we engage—it is our business.
Regards,
Colin Donian
Karoo Founder & CEO
Influential Leaders Engage!
Leadership Note # 3025 | 28.07.25
e: colind@karoo.world
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