that the employees are working independently, reliably and loyally and that
they achieve the agreed-upon goals through their own motivation. The manager
only checks the results and does not supervise the process. However, for many
executives this is too utopian and therefore they monitor the process.- Reward orientation or value orientation
Reward orientation means that the employees only show good performance if
they are offered external and tangible incentives in return, because they are
only focused on the immediate benefit. A value-oriented person on the other
hand acts on their own initiative, because they are fascinated by the task, enjoy
their work, or gain satisfaction from solving problems. Values, attitudes and
norms are the basis for a more stable employment than the pure exchange
principle of delivering performance to receive incentives. - Self orientation versus group orientation
The liberal economic thesis of Adam Smith and John Stuart Mill that selfish
endeavors simultaneously promote the common good remains controversial.
A manager always feels the tension between his or her personal motives and
goals (which no one can completely turn off) and the company’s objectives.
As a third variable there are the objectives of the personnel. What is useful for
one person is often at the expense of others. Zero-sum games or win-win
situations are desirable but are often difficult to achieve in everyday life.
The personality of the leader develops especially in dealing with these
contradictions. Here the individual, unmistakable signature of the leader becomes
visible, which is also the “reward” for the stress and having to constantly face these
dilemmas. With growing experience managers can better deal with contradictions
and easily manage recurring conflicts. To do so they need to create open spaces and
corridors for action in which they can move. And they have to reflect on themselves
and their decisions, rather than simply and schematically always making the same
choice like a reflex. They need a good eye, i.e., they must take a balanced view of
their reality in order to successfully come to terms with the paradoxical underlying
structures of society and leadership (see Sprenger 2002b, p. 165).
Despite conflicting objectives, competing values, and the opposing interests and
needs of all stakeholders the leader must remain able to act. Action means deciding
and living with the consequences of your decisions. It is also important that
managers acknowledge – to themselves and to others – the difficult position they
are in, with all the associated doubts, fears, and inconsistencies, lack of information,
missed opportunities and compromises. Finally, once a decision has been made,
managers must let go of the options they rejected and look forward again.
But not all dilemmas are real. Some exist only in the eyes of the leader, because
they cannot see a different solution to the problem because of their personal “blind
spot.” Or because it may not be necessary to decide immediately, and it would be
better to just wait things out. Or because some contradictions are even better left
unresolved; contradictions and conflicts can also be conducive to growth, as change
needs the tension between polarities. In such cases, coaching and supervision can
help to clarify misperceptions and transform tensions into positive energy.
160 3 Systemic Leadership or: Designing a World That Others Want to Be Part Of