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

frustration. And this in turn leads to two things: first, many messages are not understood, and secondly some apparently factual ...

to Sprenger (see Sprenger 1999, p. 194 ff.), on the behavioral level leading dialogically means: Inviting the other person to ta ...

Active listening: Listen patiently, then think, and then respond. Agree on specific appointments: Prevent misunderstandings wit ...

The other party feels understood and taken seriously. The other party gains a sense of trust and security and opens up. Active l ...

One option is to repeat the content of what your conversational partner has said. This can be done using phrases such as: “Did y ...

Risk No. 1: We declare our conversational partner a “non-person.” This can happen because e.g. we talk in a bored tone or intent ...

leaders and the reason for their aversion to relationship management. Today’s forms of cooperation require a sense for human int ...

and more experienced colleagues will become mentors for younger employees: networks can smooth workers’ career paths, open doors ...

“underled.” For Kotter, the leader of the future is a “leader-manager” combining both profiles. Networks are not one-way streets ...

this done by someone else. These managers use roughly two-thirds of their time for purely operational business – an alarming bal ...

The courage to let go, courage to differentiate between levels of importance, and the courage to throw things away are virtues o ...

monitored. Goals are also broken down into well defined, challenging but achiev- able sub-goals. Goals set too high are discoura ...

3.2.5.2 Conquering Free Space In many cases the driving force behind the often-heard lament about lack of resources and lack of ...

everyone happy at any price – a futile attempt that is ultimately unsatisfactory for all parties. The difference between leaders ...

According to Sprenger, leading means overcoming limiting “in-the-box” think- ing and allowing and encouraging employees to go be ...

future prospects; such workers do not primarily care about money or working hours (see Kanter 1998, p. 63 ff.). Even in our neig ...

any direct supervision by superiors – on the contrary, supervision and targets only paralyze and discourage them. First and fore ...

3.2.6 Leading Means Coping with Contradictions Leading is not a linear process, but a constant struggle to find the best solutio ...

Executives are now not only confronted with the paradoxes of our time described in Chap. 1, but also with the inherent dilemmas ...

Specialization versus generalization In order to assess the performance of his or her staff properly and in order to put the pe ...