sentiment, in Great Britain 42%, and in the USA 37% (see Die Welt, November 19,
2004) (Fig.2.4).
2.2.4 Conduct
The starting point here is the acceptance that the conduct of managers determines
their style of leadership, their relationships with colleagues and subordinates, and
their effect on others. In turn, their conduct is also shaped by their corporate culture.
In the enterprise, certain positions and roles are assigned to managers. Therefore
success depends on to what extent expectations are met, which factors work against
managers, and to what extent the assigned role is compatible with their self-
perceptions. Leadership positions are if you will a blank space in the social system,
which is to be filled and occupied by a person.
2.2.4.1 Role Plays
The role of the leader brings with it a certain list of procedural instructions and
creates a certain role, which should not be confused with the personality of the indi-
vidual who assumes it. “Roles are on the one hand cognitive interpretation patterns,
which involve ‘reading’ or understanding a situation. On the other hand they are
normative demands” (Neuberger 2002, p. 314). Roles schematize and simplify
social relations, as they convey what is expected of others. However, they also
convey conflicts between people, and between the personality and the role.
010203040506070Fig. 2.4Distrust towards executives by country/region (Source: The Emnid Survey in: Die Welt,
November 19, 2004)
2.2 The Leader 61