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

“A modern trust involves choosing a mix between trust and distrust, between control and the surrender of control” (Sprenger 2002 ...

“area” and performs only a clearly defined and demarcated set of activities, according to Sprenger. The reasons for this are eas ...

herself as a victim or their work as a service. But there is a problem if people do not want to choose because they do not want ...

Commitment cannot be created by structures, instructions or guidelines. It can only be made possible through leadership. And thi ...

2.3.4.4 Enabling Personal Responsibility It may occur that employees reject the freedom of choice and responsibility and avoid d ...

If an employee’s performance is permanently lacking, it may be due to one of the following reasons, in which case the leader sho ...

correctly deployed manager” (Sprenger 2004b). If they want to succeed, the leader must be accepted by their employees; otherwise ...

employees. An employee’s degree of maturity is characterized by their work- related maturity, that is, by their experience, expe ...

cautiously, following the principle “a little more every day.” Through feedback and coaching they can evolve constantly. The fro ...

organization is, the greater the potential for tensions and conflicts. Here good leadership is called for. The communication str ...

resources, puts them to the best possible use, and values the person as a whole: “We must no longer consider a company a hierarc ...

both forms a physical environment and is at the same time a product of that environment. 2.4.2.1 Flexible, But Not Chaotic The o ...

be ivory towers, because managers need feedback in order to continually improve themselves. Power must not be isolated and must ...

At the same time, the personality of the leader should personify the corporate culture and live it out every day. All of their a ...

regard to the interaction of the forces at work in it and especially with regard to leadership (Fig.2.10). 2.5 Conclusion: The P ...

market and environment conditions, leadership situations and processes. The “soft” factors are relationships, emotions, motivati ...

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Chapter 3 Systemic Leadership or: Designing a World That Others Want to Be Part Of One must love what he does, then every kind o ...

and listening carefully to the answers, the inner “map” of a person or an entire organization can be “read.” In addition to aski ...

values and cultures. Failing to see this hidden part and underestimating its size and shape can cause leaders to fail, despite a ...