being Peter R. Hofstatter and Klaus Macharzina. The limit of these theories lies in
the enormous complexity of interactions. Therefore, they are of limited value in
practice, and also far too complicated – despite the fact that models and theories are
intended to explain and simplify reality. The relationship-oriented, systemic lead-
ership approach put forward in this book represents a practical alternative to these
schematic, lumbering and limited theories, which have little practical value for
daily management work.
2.3.2.5 What Employees Want
The employees’expectationsof the leadership play an important role in the work of
managers, and depend on the degree of maturity and value orientation of the
employees. An international study of more than 60 countries found that nearly
70% of participants put “building trust” at the top of the list, followed by the ability
to appreciate and cultivate employee potential (46%). 42% listed “communicating a
vision,” while 38% cited “developing networked thinking” (Personnel Economy
10/2002, p. 43).
Employees want authentic and trustworthy managers, not someone just living up
to a role. In the mid 1960s, Peter F. Drucker wrote, “A superior is indebted to an
organization to use the power output of employees as productively as possible.
Yet he is even more indebted to the employees placed under his authority, whom
he must assist in attaining the highest level of performance possible” (Drucker
1995, p. 154).
In the age of employees as associates, leaders would be well served to accept
the advice of Dieter Frey, professor of Economic Psychology at the Ludwig-
Maximilian University of Munich. Frey has put forth the following principles:
leadership must convey meaning and vision, must be based on autonomy, partici-
pation, transparency and fairness, must allow constructive feedback and personal
growth, and must offer stable social integration. According to Frey modern leader-
ship is always situational leadership (Frey 2003, p. 20).
A study conducted by the Academy in 2004 lends statistical support to this view.
With regard to what characteristics managers should have in order to motivate
employees, 92% of the participants endorsed truthfulness and authenticity, 86%
cited the ability to competently deal with conflicts, 84% called for the ability to
inspire enthusiasm, and 61% put their focus on empathy (Academy Study 2004).
2.3.2.6 Career Instead of Wages?
Business consultant Towers Perrin (Frankfurter Zeitung, January 19, 2004) exam-
ined the reasons why employees join companies, remain there, or choose to leave.
Simply stated, employees primarily join based on the reputation of the business
and stay because of the salary. Employees leave due to lack of upward mobility
2.3 The Relationship Between Leader and Led 83