Our way of working is changing. More organisations are moving away from having only full-time employees and are instead working with a mix of permanent staff, freelancers, contractors, and part-time executives who work for multiple companies at the same time. This approach gives businesses more flexibility, allowing them to access specialised skills and leadership without the expense of hiring full-time workers.
But managing this kind of workforce can be tricky. Unlike regular employees, these external professionals aren’t bound to a single company through contracts or benefits. Without the right approach, relationships can feel shallow and temporary.
So how can companies make these external workers feel truly committed and engaged? The answer lies in psychological ownership – a concept that transforms temporary working relationships into lasting partnerships built on genuine connection and shared purpose.
What is psychological ownership?
Psychological ownership is when someone feels a genuine sense that they truly ‘own’ their role, relationship, or the results they help achieve. It’s about feeling connected and responsible – as if they have a stake in what they’re working on. In a blended workforce, where leaders may serve several clients at once, psychological ownership helps people feel they belong and are truly committed. It allows these professionals, even if they’re not full-time employees, to build strong, lasting relationships.
When people feel this way, they take pride in their work, feel accountable, and see the outcomes as part of their own success. When they don’t, relationships tend to stay superficial, leading to disconnect, dissatisfaction, and frequent changes. For the blended workforce economy to thrive, organisations need to intentionally foster this sense of ownership to help both sides feel connected, invested, and part of a shared journey towards success.
Believing in your impact
The first important aspect of psychological ownership is believing that your efforts matter – feeling that what you do makes a difference. For top-tier talent who work on a freelance or contract basis, feeling effective is essential. These professionals need to understand their clients’ goals clearly, and clients need to see real value in what they provide.
When both sides trust that the work is making an impact, the professionals feel empowered, and the company sees them as an important partner. Building this trust involves being transparent about needs, capabilities, and results. For example, temporary executives should work together with clients to set goals, agree on expectations, and share clear updates on progress. This teamwork builds trust and makes the relationship more meaningful – shifting it from a simple transaction to a shared journey of growth.
Without this belief that their work truly helps, both sides might become frustrated. Ensuring the work is relevant and effective helps everyone feel that ‘this is working’, which is crucial for building a strong sense of psychological ownership.
Finding your place in the work
The second key to psychological ownership is feeling that your role fits your identity – that it reflects who you are and how you contribute to the world. Work isn’t just about completing tasks; it’s about expressing your skills, values, and purpose. For freelance or contract leaders, when they see their work as part of a client’s bigger mission and are accepted as part of the team, strong bonds develop.
This requires honest conversations about shared values and expectations. Helping leaders express what they do best and helping clients clarify what kind of partnership feels right creates a solid foundation. When roles are mismatched or professionals feel like outsiders, they might feel excluded. But when roles align and both sides see value in the partnership, psychological ownership takes hold: the relationship stops feeling temporary and becomes part of each other’s ongoing story.
The need to feel included
The third part of psychological ownership is the basic human need to belong and feel like you have a place. This is especially important in a blended workforce. External leaders should not be kept on the sidelines or only involved with a few people. Instead, they should be brought into team activities, included in company culture, and encouraged to work with different teams.
When organisations treat external leaders like real members of the leadership family, it fosters collaboration, shared knowledge, and innovative ideas. It also helps professionals invest their energy and align their actions with the organisation’s values. If they feel excluded or distant, their sense of ownership diminishes. When they feel part of a shared mission, their commitment and engagement grow.
By creating a sense of belonging, organisations turn short-term arrangements into strong, lasting partnerships – which leads to more stability and meaningful work for everyone involved.
Looking ahead
We will continue to see more blended workforces in the future of work. Organisations will depend more on talented leaders who work beyond traditional employment arrangements. But just being flexible isn’t enough – without meaningful connections, these relationships can become fragile.
To truly unlock this kind of work, organisations need to focus on fostering psychological ownership. By helping people feel effective in their roles, aligned with a shared identity, and genuinely part of the team, organisations and professionals can go beyond temporary work and build enduring partnerships that benefit everyone.
