opportunities to do something beyond their daily work. These opportunities can be
created by leaders by means of:
multiple reporting relationships,
overlapping areas of responsibility,
unhindered and non-institutionalized flow of information,
not rigidly defined tasks,
multi-functional and above all horizontal rather than vertical relationships as a basis
of resources, and
a reward system that invests in people, encourages vision and does not simply
reward past performance, as Rosabeth Moss Kanter suggests.
Some managers like to see themselves in the role of the hero, who takes bold
steps and sparks revolutionary changes. But precisely in times of change care and
special attention must be invested in implementation, in the “push-through and
follow-up” process (Kanter 1998, pp. 81–139). Changes bring not only accolades,
but also costs, confusion, anxiety and the risk of choosing the wrong path. Great
strategies, decisions and brilliant ideas are of little help when it comes to the
implementation problem.
3.2.7.2 Caught Between All Stools
The change has to begin with the manager, who has to develop a model and a new
style of leadership: the manager as an innovator. Successful innovations are trig-
gered and implemented by people who like to be on uncertain terrain, people who
give themselves long-term goals and pursue them with perseverance. And they
maintain a participatory and yet situational leadership style. For major changes,
however, many small innovations are needed: therefore, mid-level executives and
experts can also make a decisive contribution.
Some say that, if things change, then the leadership must have been weak. When
old structures are supplanted, there will initially and naturally be uncertainty,
confusion and distrust. At this stage the manager has to endure hostility and
irritation, and possibly even to live with the situation that the staff thinks he or
she was weak. The manager can also expect that the employees will project their
fears and worries onto them. The new situation also creates fear and discomfort for
the executives: Weren’t things fine the way they were? Will I keep my position of
power? Will the company really work as I imagine it after the change?
In extreme leadership situations, such as if in the context of a merger, employees
have to be dismissed, and the leader has the conflict between humanity and being
forced to exercise power. In situations like this they can and should allow them-
selves to show concern and uncertainty, but only to a limited extent. In such
situations a leader must also show determination and the capacity to act. Therefore,
they sometimes need a “poker face,” as a leader who seems confused can quickly
lose their standing.
166 3 Systemic Leadership or: Designing a World That Others Want to Be Part Of