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

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  • Bäcklander, Gisela
  • Rosengren, Calle
  • Kaulio, Matti

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.

Suggested Citation

  • Bäcklander, Gisela & Rosengren, Calle & Kaulio, Matti, 2021. "Managing intensity in knowledge work: Self-leadership practices among Danish management consultants," Journal of Management & Organization, Cambridge University Press, vol. 27(2), pages 342-360, March.
    • Handle: RePEc:cup:jomorg:v:27:y:2021:i:2:p:342-360_8
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