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

2.1.3.4 “Management By” – Type Approaches

The numerous “management by...” models also provide valuable insights into
how managers lead, though they do so from a different perspective: they do not
concentrate on the type or style of managers, but on what techniques and methods
are used. As there are already countless management concepts and the number is
still growing, I will only present the four most important variants. The others are
extensions of or variations on these four concepts:
Firstly, inmanagement by delegationdecision-making tasks, responsibilities and
authority are delegated as much as possible throughout the hierarchy. The respon-
sibility of the manager is limited to providing supervision. This management
principle developed naturally from the progressive division of labor in modern
society. In Germany this has been propagated since 1962, when Reinhard H€ohn
developed the Harzburger Model. H€ohn, a professor of State and Administrative
Law at the Universities of Heidelberg and Berlin, as well as founder of the
Akademie fur F€ €uhrungskr€afte der Wirtschaft(“Academy for Corporate Managers”)
in Bad Harzburg (1956), defined the German understanding of leadership in
management in Germany with this model, primarily in the 1960s, but also through-
out the 1970s and until the mid 1980s. This model provides companies with
effective methods for organizing and monitoring bureaucratic processes by means
of establishing operational sequences in day-to-day business. The Harzburger
Model provides accurate knowledge for managers on how to lead by delegating

authoritarian authoritative affiliative democratic achievement-

oriented

coaching

modus operandi

of the leadership

style

expects orders

to be carried out

immediately

stimulates people

to realize a vision

creating a sense

of harmony and

emotional ties

reaching

consensus

through

participatory

measures

high standards of

achievement

prepares

colleagues for

the future: "Give it a

try!"

brief

characterization

of the style

"Do what I tell

you!"

"Come along

with me!"

"It's the people

that count."

"What do you

think of this?"

"Do things the

way I do them –

right away!"

encouragement

of others,

empathy, self-

critical attitude

underlying skills

related to

emotional

intelligence

zest for action,

drive, self-control

self-confidence,

empathy,

catalyst for

change

empathy, ability

to create positive

relationships and

to communicate

well

cooperation,

being in charge

of teams,

communicative

skills

dilligence,

success-

orientation,

energy

to support a

colleague,

advance his

performance or

develop long-

term strengths

in what situations

does this style

work best

during a crisis in

order to effect a

turnaround or

with problematic

co-workers

in cases where

change

necessitates a

new vision or

when a clear

direction is

needed

reestablishing

rapport within a

team and

motivating people

under stress

to obtain

commitment and

consensus and

procure

contributions

from valuable

colleagues

whenever a

highly motivated,

efficient team has

to come up with

quick results

general effect on

the atmosphere

negative clearest, positive positive positive negative positive

Fig. 2.3 Overview of the six leadership styles (Source: Goleman 2000)

52 2 Occupation or Calling: What Makes for Good Leadership?