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

2.2.3 Skills Manfred Kets de Vries has formulated a relatively new interactive guide of personal characteristics essential for m ...

sentiment, in Great Britain 42%, and in the USA 37% (see Die Welt, November 19, 2004) (Fig.2.4). 2.2.4 Conduct The starting poin ...

George Graen has provided a valuable contribution to role theory by examining the dovetailing of role taking and role making in ...

2.2.4.3 Person and Duties The psychologists Robert S. Blake and Jane S. Mouton differentiated between two fundamental kinds of l ...

In addition Jim Kouzes, a lecturer, researcher and chairman of the Tom Peter Company in the US, states that success particularly ...

ability to understand the feelings of others by experiencing those feelings oneself, without necessarily having had the same exp ...

The second step in the development of emotional intelligence is learning to control one’s feelings. Managers must explore, recog ...

made similar observations). This claim directly contradicts the work of Fredmund Malik. Kets de Vries recognizes that one ascend ...

alternatives. Questions must be asked and answered: What is the impact on the customer? What is the effect on the competition? H ...

Peter F. Drucker believed that good leaders make only a few, but important decisions in a systematic process. “Above all the con ...

and therefore below the surface. Kets de Vries is interested in exactly these processes. What are the underlying dynamics? What ...

because in his childhood he was always punished severely by his father for openly disagreeing. We can compare these unconscious ...

“The central relationship conflict (CRC) permeates our private life and is the basis of repeated relationship conflicts. It also ...

and lazy compromises, hinder initiative and innovation, weaken mutual trust and paralyze the decision-making process. Only a bus ...

2.2.7.4 The Fish Rots from the Head Down The strategy, structure and culture of an organization depend on the man or woman at th ...

state. The efficiency of suspicious organizations is hampered by their unmoti- vated employees, lack of information exchange and ...

The work of the compulsive manager is characterized by perfectionism, rigid opinions and over-the-top industriousness. Workaholi ...

2.3.1.1 X or Y? In the 1950s, management consultant Douglas McGregor defined two scientific theories regarding the position of m ...

as assets and recognize them as voluntary investors who give their knowledge, ideas, talents, and efforts to a business, and we ...

their position. This does not mean waiting for things to get better, fairer or more permissive on their own, or waiting for othe ...