herself as a victim or their work as a service. But there is a problem if people do not
want to choose because they do not want to bear the consequences. They do not
want to trade one option for another, because they want to have everything but pay
for nothing. That is dissatisfactory and the employee does not feel free. And, as
we all know, suffering is easier than acting. According to Sprenger, “True personal
responsibility arises from a conscious choice. (...) Commitment means being
aware of your freedom of choice and being aware that you are the one who has
selected everything” (Sprenger 2002a, p. 63).
At this point, someone might argue that this is not only true for creative,
challenging and varying activities. Also in jobs that seem to be boring and unim-
portant to most, there are always people who see the opportunities for action and
development, for themselves to grow and enjoy their work – because they have
chosen their work and internally say “yes” to it every day. That does not mean
remaining at the status quo. The opposite is true: whoever chooses can also choose
again, can decide otherwise, can change because they feel responsible for what
bothers them, or what is not going well.
Anyone who deliberately chooses it has a different attitude towards their job,
identifies with it and performs it with all their heart and full devotion. Even if the
external circumstances cannot be changed, the attitude towards them can be,
according to Sprenger. Each person decides for himself or herself whether or not
to be angry and frustrated, whether they consider their colleagues annoying
competitors or partners, whether a complaint is a mere annoyance or helpful
feedback. Every situation is open to a variety of interpretations and defines the
space for self-sufficiency of thoughts and actions.
There is no better motivation than passion, because work that we do not enjoy
can make us sick. In this Sprenger – just as I do – contradicts Fredmund Malik, for
whom the demand for fun at work is psychologizing nonsense. Sprenger asks: “Do
you love what you do?” (Sprenger 2002a, p. 70). It is also crucial to realize that you
do not work for the boss, not for the company and not for the family, but only for
yourself. And Sprenger feels this is perfectly acceptable. He takes up the cudgels
for ego and individualism, which must not be confused with social coldness. In fact,
the moment you think you are doing something only for someone else, you deny
your own responsibility.
2.3.4.3 The Responsibility of the Leader
The fewer leaders there are and the bigger the departments led the more it is
necessary that the employees act responsibly. But unfortunately, many managers
believe that it is their duty to tell their people what to do and not to do. What these
managers call “duty” or “responsibilities” is for Sprenger nothing but a holdover
from an outdated convention of superiority. This misconception of leadership
results in docile and obedient employees who are never responsible, regardless of
the subject.
102 2 Occupation or Calling: What Makes for Good Leadership?