By TIGERS Success Series

In days past, being a supervisor put you in the fast lane for more autonomy and the head of the line for climbing the corporate ladder.

A new survey finds that while workers want overall success, none want to be a corporate executive. In a survey of over 1,000 people, more than half aspired to be entrepreneurs or work as an independent, while not a single respondent aspired to be a corporate executive.

These are the results of Intelligent Office’s first Work IQ survey. With unemployment still plaguing the economy, Intelligent Office set out to see if people are working in traditional ways or whether there has been a movement toward a more flexible work style. By profiling both current and aspirational work styles, Intelligent Office created Work IQ to better understand this question.

The results of the survey point to an evolution of work styles and the development of a different type of worker – the New American Worker – that is defined by a desire for mobility and flexibility typically found in the entrepreneur and/or independent business owner.

“We believe there is a paradigm shift happening in our culture as it relates to work style,” said Tom Camplese, Chief Operating Officer, Intelligent Office. “We have been watching this shift take place over the course of the last few years at Intelligent Office by talking with entrepreneurs, business owners, and mobile executives on a daily basis. The Work IQ survey put this into hard numbers.”

Additional highlights from the Work IQ survey that support this include:

“What we continue to hear from people is that they increasingly need and expect services that will help them grow and be more successful, but they want those services to match this new work style – flexible and mobile,” continued Camplese. “Overall, they are seeking more balance and freedom in everything, including the services that support their business efforts.”

So what is it?

Work IQ was an online and includes responses from 1,075 people. As part of the survey, four different work styles were analyzed:

Basically it makes sense why employees would be resistant to assuming management positions. If workforce development planning is not the C-Suite radar and senior managers are not providing leadership training or mentorship before employees climb the laddar, why do it? It also makes sense why middle management feels stretched and discouraged. Why not form a collaboration instead?

So, what do you think?

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