It is the individual needs and abilities of their very human employees upon which
managers must orient themselves. And just as no two employees are alike, there are
no universal criteria for “good managers,” each one being a unique and inimitable
personality. Additionally, good managers able to compete on the market now and in
the future are in short supply. A survey of 225 managers conducted at the Academy
in 2003 revealed the skills and abilities that are most important for leaders in the
Twenty-first century. The results are as follows:
Readiness to delegate responsibilities to employees
The ability to solve problems as a team
Genuine interest in their employees
Enjoy independent work and major responsibilities
A high degree of self-motivation
The modern manager recognizes that one’s role is not to direct the system from
a position of power, but instead acts as an architect, working closely with their
employees on and in the system. The manager develops and fosters an organiza-
tional culture that promotes individual development, direct responsibility, and self-
initiative among employees. He or she intensively works to maintain internal and
external communication networks. Sustainable leadership is concerned not only
with money, data, or goods, but above all is concerned with people.
In addition, quality leadership requires a great deal of emotional intelligence and
social skills, paired with visionary thinking and remarkable courage. In today’s
business climate, successful managers are agents of change who think progres-
sively, focusing on the future. They involve their coworkers and subordinates in
vital processes, rather than operating from an individualistic position of power.
Modern leadership requires shifting from the role of the boss to that of the
partner. The managers of tomorrow – and today – must learn to display a certain
degree of humility. They must also know how to be competitive in a way that
fosters cooperation. They must be able to draw satisfaction from good results made
possible by the efforts of the team as a whole, despite their own desire for personal
success (see Moss Kanter 1998, p. 46).
Successful modern managers do not fear chaotic transitions or the unknown.
They must have the heart and the understanding to utilize chaos, creative unrest and
uncertainty as sources of new ideas overcome their previous experiential frame-
work. At the same time, good leaders must possess the knowledge and the manage-
ment tools to get their enterprises ready for changes in the present and adaptable to
continuing change in the future.
1.2 Through the Valley of Tears
Right now is hardly the time to celebrate for most companies. Popular incentives of
fruit baskets are scarce, and the free beverage dispensers are no longer refilled.
Instead crisis meetings, cost-cutting programs, personnel downsizing in an effort to
10 1 Leadership in the Twenty-First Century Leadership in the Crisis?