Business_Spotlight_-_Nr.2_2020

36 Business Spotlight 2/2020 BUSINESS SKILLS

Illustration: Yann Bastard

MANY PEOPLE

CLAIM THEY DO NOT

LEAD BECAUSE

THEY DON’T HAVE A

LEADERSHIP TITLE

ON THEIR

BUSINESS CARD

BUSINESS SKILLS

SERIES: LEADERSHIP

Test your leadership skills

Wie gut sind Sie als Führungspersönlichkeit? Um das herauszufinden, fasst BOB DIGNEN im

zehnten und letzten Teil unserer Serie zum Thema „Führung“ die vorhergehenden neun Aspekte kurz

zusammen. Er stellt Ihnen Fragen dazu und gibt Ihnen optionale Antworten und ein Feedback.

ADVANCED AUDIO PLUS

O

ver the past nine issues of Busi-

ness Spotlight, we have looked at

different aspects of leadership,

including change management,

culture, ethics, motivation and

performance. In this final arti­

cle of the series, we invite you to

reflect on the meaning and prac­

tice of leadership in the modern world, to

examine your own assumptions and be­

haviours, and to identify ways in which

you can become a better leader.

Read the summary of each topic below

and look at the questions that follow, cir­

cling the answer that you think is correct.

Then check your answers on pages 43–44

and give yourself one point for each cor­

rect answer. Also, read the comments on

how you can improve the way you lead.

1. Defining leadership (BS 1/2019)
   Deciding what people should do togeth­
   er, and defining how and why it should
   be done, are acts of leadership. As such,
   leadership is an essential aspect of busi­
   ness, and of life more generally. Curiously,
   however, many people claim that they do
   not lead, simply because they don’t have
   a leadership title on their business card.
   Yet, having influence over other human
   beings is a necessary component of life
   and cannot be avoided. Put bluntly, you
   cannot not lead. The question is simply
   how consciously and actively — and how
   well — you decide to exercise your poten­
   tial to lead.

QUESTIONS

A. What is good leadership today?

1. Leadership is about inspiring and
   empowering people.


2. Leadership is about achieving results.


3. Leadership is situational. How you
   should lead will depend to a large de­
   gree on the situation.


4. Leadership is about managing the dig­
   ital transformation.

B. What do leaders think is the most im-

portant competence for leaders?

1. empathy


2. humility


3. confidence


4. commitment to ethics

C. Which qualities do agile leaders fo-

cus on, in contrast to more traditional

leaders?

1. speed, continuous improvement, cus­
   tomer focus


2. planning, risk management and control


3. creativity, imagination and flexibility


4. communication, collaboration and ask­
   ing questions

D. What is the best way to lead a multi-

cultural team?

1. Be authentic, honest and direct.


2. Focus on listening.


3. Discuss and align leadership expecta­
   tions with everyone.


4. Use your authority to define clear
   rules.

agile [(ÄdZaI&l]

,^ hier: flexibel agierend

align sth. with sb.

[E(laIn wID]

, etw. mit jmdm.

abstimmen, koordinieren

assumption

[E(sVmpS&n]

, Annahme, Hypothese

empower sb. [Im(paUE]

, jmdm. Handlungs-/

Entscheidungsbefugnisse

geben

humility [hju(mIlEti]

, Demut, Bescheidenheit

put bluntly

[)pUt (blVntli]

, offen gesagt

summary [(sVmEri]

, Zusammenfassung