Leadership - What Really Matters: A Handbook on Systemic Leadership (Management for Professionals)

that the employees are working independently, reliably and loyally and that they achieve the agreed-upon goals through their own ...

3.2.6.2 Conflicts as a Motor In general, we assume leaders are solid and unyielding. But often they do their best to avoid unple ...

a positive effect and present new prospects. When working with executives, I see again and again how much they yearn for honest ...

can be – unfriendly opposition rarely leads us out of problematic situations but guarantees their unrestrained and unproductive ...

For me therefore leadership must always mean being the first to take new and innovative steps, providing an example and giving o ...

change in his or her organization. The pioneer of change always sees opportunities in changes. A vanguard of change looks for ch ...

opportunities to do something beyond their daily work. These opportunities can be created by leaders by means of: multiple repor ...

3.2.7.3 Innovating Step by Step Unfortunately, transformation processes tend to be characterized by the same cardinal errors. Jo ...

Therefore Kotter advises leaders who want to implement changes to perform a thorough analysis of their situation and problem. Th ...

alliance with the key people in the company and to create an organizational architecture in order to implement this vision: “The ...

Sixthly, there can be stability in the change if certain personal values remain constant through all adjustments. And finally, D ...

By “creating meaning,” I don’t mean postulating an absolute truth that everyone has to believe in. Meaning cannot be commanded o ...

true value of a company. Today’s managers and employees want to identify with their product or service, and with their company – ...

Activities, whether private or professional, will be experienced as meaningful and fulfilling if they are compatible and consist ...

autonomous. They are in essence co-entrepreneurs and “joint owners” who can motivate themselves (see de Vries 2002, pp. 254–257) ...

pointing more reliably upwards and a stable “ongoing crisis” has set in, the feeling is spreading that there is nothing to celeb ...

Leadership has to be clear and it has to be accepted. Only if the leader no longer has to struggle for his or her appropriate st ...

bureaucracies. The new power stems from two sources: first, from the access to resources, information and support; and secondly, ...

experience and wisdom on the one hand, and fresh energy and innovation on the other. Both sides stand to learn a great deal, adv ...

In these troubled times how can managers keep a cool head and radiate the necessary level of security that signals to employees, ...