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

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Chapter 1 Leadership in the Twenty-First Century Leadership in the Crisis? Who always does what he’s always done, will only achi ...

“Leaders’ work is now subject to such substantial and rapid changes that many managers have practically had to relearn their occ ...

business.” While barriers to and border controls for Southern and Eastern Europe are now defunct, new borders are being erected ...

Knowledge workers are constantly carrying their means of production with them and define themselves by means of them, and no lon ...

1.1.4 The Loss of Security The Twenty-first century is also characterized by the erosion of traditional social security systems ...

They need to learn to live without traditional “crutches” such as their position, title and authority, and discover new sources ...

This is of course also true for the management level. There will be more “hopping managers,” leading an organization for a time ...

makes it possible to recognize the other as an individual as well.” (E-interview with Reinhard K. Sprenger, Competence Site 1/20 ...

In the future the success of a company will therefore depend on factors asso- ciated with people and not with organizational str ...

It is the individual needs and abilities of their very human employees upon which managers must orient themselves. And just as n ...

“shrink to a profitable size” prevail. The courageous motivational speakers have grown silent as a general sense of crisis consc ...

1.2.1 The Paradoxes of Our Time “Progress has brought us profit and efficiency, but the price we have to pay is a loss of meanin ...

the behavior of the generation directly preceding it (A!B!A). In other words: materialism follows post-materialism; then comes m ...

This is seen in practice time and time again. When problematic situations arise, many managers lose their sense of interdependen ...

managers is a validating and motivating experience for the former. Thus the climate fosters innovative ideas and their explorati ...

with most different, demanding and “free” individuals on the real and virtual levels. Lastly, it means regarding employees as va ...

Chapter 2 Occupation or Calling: What Makes for Good Leadership? Management is the most creative of all arts, for its medium is ...

2.1 The Craft of Leadership Good leadership depends on the leader having learned and mastered their craft. This section involves ...

in the 1960s; now everyone speaks of intangible assets, knowledge work and the knowledge society. Drucker did not always have su ...