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

3.2.6 Leading Means Coping with Contradictions

Leading is not a linear process, but a constant struggle to find the best solution
possible. The everyday life of a leaderis characterized by inconsistencies,
contradictions, dilemmas and conflictsthat he or she must solve. Future leaders
do not learn this at the university. In textbooks it all sounds simple, logical and
straightforward. But wherever people live or work together detours, conflicts and
compromises are inevitable. “In flexible structures, one needs a strong leadership
that welcomes change, doubts and the contradictory and does not see them
as a threat,” Reinhard K. Sprenger has rightly stated. (see Sprenger 2001,
pp. 82–83). An important quality that sets good managers apart is clarity.
They negotiate and mediate between conflicting positions and groups with
clarity, objectivity and consistency, and make sound decisions in difficult situa-
tions (see Handy 1993).
Now executives must also increasingly deal with cultural and political
differences – between countries, businesses or members of the workforce. Previ-
ously, such conflicts were swept under the rug, something companies can no longer
afford to do. “Leaders should encourage unease. The feeling of comfort may create
a false sense of security” (Kanter 1998, p. 72).

within the organizational unit outside of the organizational unit

leadership by employing information

controlling and communicating communicating

leadership by means of other people

conducting connecting

leadership using direct influence

taking action negotiating

Fig. 3.4 Integrated model of leadership according to Mintzberg (Source: Gosling, Jonathan/
Mintzberg, Henry: Die f€unf Welten eines Manager, Harvard Business Manager, 4/2002)

3.2 Leading with Your Head and Heart 157