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Stewardship Models of Wilson

Block's model transforms hierarchical structures into highly empowering community organizations. It focuses on equal sharing of authority between managers and subordinates. The ultimate goal is empowering individuals. Key elements include trust over control/ownership, responsibility for present/future success, and accountability. Challenges include changing paradigms and short-term thinking, but benefits include motivating public servants and countering self-interest. The model could help public sector executives avoid individualism and make decisions that improve communities.

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250 views3 pages

Stewardship Models of Wilson

Block's model transforms hierarchical structures into highly empowering community organizations. It focuses on equal sharing of authority between managers and subordinates. The ultimate goal is empowering individuals. Key elements include trust over control/ownership, responsibility for present/future success, and accountability. Challenges include changing paradigms and short-term thinking, but benefits include motivating public servants and countering self-interest. The model could help public sector executives avoid individualism and make decisions that improve communities.

Uploaded by

Amar narayan
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© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Stewardship Models of Wilson (2016) and Block (1993)

Introduction

Wilson's management approach is extensive in which the leaders function as trustees or


managers and not as owners. There are a few examples in which stewards manage resources
for others' goodness and well-being. Wilson has applied the management of the modern
organisation, this traditional idea of the steward. Wilson defines and develops stewardship as
an alternative to servant leadership. A steward's work is facilitated if those around him have a
stewardship conviction that might help identify stakeholder rights, their accountability, the
management of resources as a steward, and freedom to be inspired by the attitude of a server.
He sees steward as someone having the resources to oversee. The staff of an organisation can
also use these resources. Wilson outlines a number of techniques for managers to guide and
support employees in adopting a management strategy. It demands the self-engagement of a
steward and a constant exchange of views with others, taking use of all opportunities to
demonstrate their stewardship's influence.

Peter Block was an early advocate of the management concept and identified it as an alternate
approach to mandate and governance model strengths. He sees leadership and expresses his
prejudice while polarising management and leadership. It can also be said that this disparity
could arise because the legal role of accountability and authority in the notion of management
is not fully understood. His methodology describes a leader approach through strengthening
different leadership skills: The first depicts the election of leadership as a location of power,
privilege and purpose, which is most often ineffectual (A Marsiglia 2009). The second
contracting competency is the decision of partnership or in other words the power and
authority divide over patriarchy. Instead of extending them to everybody, the conventional
systems of management show full ownership over managers and employees. Block's third
contract is the choice of dependency empowerment. It helps people gain confidence in their
comprehension of a customer's best thing, provides the person a responsibility and the power
to execute the best service. Block then, in his last contrast, mentions self-interest service,
where he considers leadership to be steward of abilities, careers, resources, values and the
environment, conscious and moral ambiguity, through a clear emphasis upon community
outcomes and self-sufficiency in the best possible way Service against the self-interest.

Block argues that traditional leadership practises are incompatible with different
organisational roles. As it is vital for a leader to re-examine his language, coupled with the
use of resources, authorities and shared knowledge (Wilson, 2016). The concept of
stewardship is therefore understood as a collective effort in an organisational approach.
Instead of treating it as an alternative, it is therefore regarded as the final result of an effective
leadership in modern and complex organisations.

Stewardship Model Block

The model used is Peter Block whose management perspective is directed rather than an
individual's behaviour towards organisational governance. His idea transforms the unfair
hierarchical structure with a highly community organisation. His philosophy focuses on
partnerships between managers and subordinates that should overcome their connection. His
approach describes the equal sharing of authority and power between the members of the
organisation. The ultimate management is to empower individuals. According to the Block. It
means that the power is the steward, but that the steward is totally prepared to share his
authority with everybody at all levels of the organisation, in such a way that everybody is
jointly responsible for organising and delivering. The leader who works as a steward gives
everyone the basic governance structure and plan to launch the task, and then supports
everyone in every stage by giving them the power to achieve the desired objectives (IMD,
2015).

Block has made a distinctive contribution to the corporate literature concerning a steward.
Service, empowerment and accountability, which are also a traditional aspect of management,
are emphasised. Block's knowledge of the impeccable nature of management in terms of its
influence on various management practises, employee functioning and human resources
reveals how much intensity he sees the effect of management on an organisation.

Effective businesses with superior management perceived by all employees demonstrate a


great deal of trust, commitment, commitment and contentment, together with a balance of
power between the employee and the employer. It is simpler for managers to keep employees
engaged and to persuade people to devote their time and strength on the tasks they need by
empowering the employees with the sensation, the sense of ownership and the duty to
succeed. This helps the steward to spiritually give employees the responsibility for their well-
being (Wilson, 2010).

Block Model Stewardship Key Elements

There are some fundamental characteristics of administration like (1) trust rather than
ownership and control - in order to achieve personal profits, the steward should not utilise the
resources to follow his direction. (2) Responsibility – the steward is responsible for
preserving the organization's present achievements and future success (Block, 2013). It
should therefore take appropriate measures and risks to fulfil its objective and guarantee that
everyone know their obligations and perform the tasks accordingly. (3) Accountability - The
manager has a vital role to play in providing the rightful owner with responsibility and
ownership for the activities and therefore in rewarding and punishing the results.

Challenges and benefits of using the model of Block

For developing a stewardship culture in an organisation, the present mode of operation needs
to change the paradigm. One challenge is for leaders to remain talented persons with all their
knowledge and influence, and for everybody to depend on their decisions. Another problem
linked with stewardship is that short-term results are often rewarded, as individual ambitions
and short-term accomplishments are more easily recognised. On the other side, a separate
metre needs to be developed with the stewardship culture to assess results that are focused on
the long term, communal and individual. In addition, the main problem is to gain everyone's
willingness to be stewards. This does not necessarily require everyone to be in a position;
instead of relying on a few leaders, stewardship may be handed to everyone inside the
organisation (Hernandez, 2008).

Stewardship constitutes a crucial mentality in a public service organisation. The public


servants are under the moral obligation to serve the public good and continually reflect on the
impact of their decisions. The stewardship models can benefit public sector executives by
eliminating their individualistic tendencies. They can motivate everyone to work to improve
the community (Wan, 2015).
Most of the leaders of the present generation are personalised. They are highly ambitious and
self-interested when they evaluate their personal achievements while deciding on different
tasks and duties. You are even impatient and willing to return immediately. Therefore, their
task is usually programmed to be shorter. The move to a stewardship culture could counteract
this inclination of self-focusing and effort at short time scales. This is because today's leaders
also define job happiness and success in a feeling of purpose. Work that offers you a sense of
purpose is vital to you. Thus, stewardship can help by giving existing employees and other
people the main factor of greater relevance for the public service's job (Skuza & Freeman,
2010).

The leaders of the public sector can benefit from the management of their organisation by
making better decisions about the usage of resources and concentrating efforts in a certain
field in order to achieve its mission efficiency. It will also enable public sector executives
avoid individualistic thinking, take decisions to uphold the moral values of the country and
thereby work and manage personnel in ways that improve the workforce. The Block
management model of an organisation of the public sector will help managers to empower
everyone and make everyone accountable, ensuring that each person carries out his/her
responsibility with the utmost care and results, and that empowerment keeps employees
motivated to work in the best interests.

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