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

tools Malik himself has recommended. He even suggests doing away with the term “motivation” entirely. Sprenger would also agree ...

inefficiently. Improving the effectiveness of meetings begins with recognizing their redundancy. In recent years, increasing amo ...

addressee rather than meeting the needs of the author. The central question is: What is the purpose of this report, in terms of ...

astutely made the following distinction: efficiency involves doing things right; effectiveness is doing the right things (see Dr ...

my family, my health, and my hobbies? How much time should I have for my personal recreation? What do I want to stop doing? With ...

an extremely narrow understanding of communication, as if employees only dealt with budgetary questions and budget-related tasks ...

But these meaningless, cookie-cutter evaluations are detrimental for everyone involved: the employee, who does not receive suffi ...

hesitation, good employees will acknowledge the wastefulness in their departments, and are best suited to determining how operat ...

In brief: if the chemistry is not right and emotional intelligence is lacking, all of the tools and principles described above w ...

2.1.3.1 The Choice of Style In the 1970s Victor H. Vroom and Philip W. Yetton, researchers at the University of Michigan, develo ...

independently; and lastly, the extent to which the manager succeeds in motivating those he or she leads (see Heinen 1998, p. 227 ...

or direct responsibility of the employees. Note that this style of leadership is not recommended for leading in cooperation with ...

2.1.3.4 “Management By” – Type Approaches The numerous “management by...” models also provide valuable insights into how manager ...

responsibility to employees and to their corresponding positions. The model also includes guidelines on how to lead, monitoring ...

course, allowing it to remain strong and stable even in times of crisis. According to this approach managers have a protective f ...

obey, not to stop and think. And that is precisely what managers need to do today: stop, take a breath and reflect. Events can o ...

Therefore, the collaborative mindset calls for breaking with the heroic style of management and implementing a more approachable ...

2.1.3.5 No Style? According to recent data, the majority of German managers (64%) utilize a cooperative style of leadership. Onl ...

personality traits such as commitment, responsibility, intelligence, discernment, adaptability and interpersonal skills, decisiv ...

charismatic managers convincingly lead people in such a way that their employees derive both a sense that their work is worthwhi ...