From the author:
Manager as role models?
Can managers, a profession that is badly shaken by the financial crisis and other incidents in its image, still play an exemplary role today? Or should one say goodbye to (false) role models in management days?
At least Reinhard K. Sprenger took this view in his article Example a. D., which he published in manager-magazin a few years ago. To say the same: I disagree. And the topic is still hot today.
A brand-new theme
Even at that time the waves beat up after the publication. With his refusal to the role model of management, management consultant Sprenger had heated the minds and not only encouraged his adviser colleague Klaus Doppler, who publicly replied in the next issue, to a reply.
Many executives disagree with Sprenger when he claims that the manager or manager of today should be able to do without authenticity, neatly separate work and private individuals, and instead inspire uniqueness and individuality - to "capitalize" on those desirable qualities.
Can managers not be role models?
At a time when the Chancellor must protect herself against the allegation of leadership weakness, the image of managers after the financial crisis is so badly damaged that greed and exploitation are placed under the umbrella of the entire profession and the call for ethical action by those responsible in business and industry Society gets louder, provokes Sprenger by trying to clean up with the "model maintenance":
Finally, executives are also only human beings. How much example can be how much role model must be the boss? In the following, we will try to shed some light on leadership and role models.
These 1: role models in the executive days have not been worn out!
While in recent years buzzwords such as CSR have the responsibility of Company and entrepreneurs as not only ecologically and socially, but also economically demanded only future-oriented strategy and in the wake of economic crisis and unemployment, the demand for moral and sustainable rather than exclusively profit-oriented acting leaders raised, author Sprenger considers the "leader as a role model" for an obsolete model:
Every boss is an example!
It contradicts the development of independent employees and the respect offered to the individual. On the other hand, it can be said that every boss - whether he wants it or not! - A role model, because man tends to imitate: Any behavior of the supervisor, whether positive or negative, sooner or later finds itself among his employees.
Another response to sprinklers in the SZ puts it in a nutshell: "The latecomer, the miser, the today-here-tomorrow-Dortler - all will see themselves sometime mirrored on the lower levels. And most of all, employees who believe that it is easier to reach the upper levels. By the way, that's called corporate culture. "
A bad boss beats down!
Marriage leaders with sprinklers, therefore, for the well-being of the company gladly throw over all forms of dealing, any respect and ethics, they should clear the consequences.
Consider it: As a leader, you stand on a stage every day. By acting as a role model, you will be perceived to have a significant impact on how your employees behave!
Thesis 2: Managers are committed to the good of the company - so it is important to be a role model!
As a rule, executives in the economy have to be measured by figures: growth and development are essential factors in the competition for markets, in order to secure the future of a company in the long term.
The image of the "tough" manager can not be killed
Consequently, managers need to think strategically, decisively and decisively, and enforce. So many of the qualities such as sense of responsibility, authenticity, and fellow-humanity hold for negligible luxury!
Managers are committed to the company - that's correct. However, the capital of the company is not only in goods, real estate and financial values, but also in the know-how, commitment, loyalty and dedication of its employees.
Good employees pay attention to company culture!
And even today, in spite of the labor market crisis, more than thirty years ago, when looking for a job, they look for where they feel they are in good hands with their own values, where personality and job match, where there are opportunities for development and where "corporate culture" is not just an empty phrase. But that stands or falls with the boss - and therefore the assumption that his loyalty to the company on the one hand and his employees on the other hand, a contradiction and exclude, is not correct.
Establish a corporate philosophy in which your employees can find themselves as people - not just as a "capitalisable" economic factor. This is essential for the success of your business - and in the long run, it will even relieve you of stress (see our blogs on corporate culture, entrepreneurship, etc.)
These 3: role models create independent employees!
Executives are in agreement: self-initiative and independent action are high on their wish list for the qualities of their employees. The desire to present by the employee as an entrepreneur in the service of the company is as old as it is in itself contradictory:
For while entrepreneurship and self-initiative are consistent with the basic value of respect for the individual that most societies share, it is not easy to reconcile with the conditions of work. The majority of people sell their labor power in exchange for material remuneration and thus act in their own interest.
Self-teaching must be encouraged
The interests of the company are, in material terms, initially only of importance to the employee in securing his employment. In the home and school we are also initially held mainly for adaptation - all in all, no ideal conditions for the development of the "employee as an entrepreneur." It is still possible: If the boss leads by example and lives on it.
Keep in mind that self-initiative and entrepreneurship are only a few people in the cradle: many are simply overwhelmed by this claim. It is not enough to call for self-employment, but you can promote it: by being an example!
These 4: Authenticity is not a discontinued model!
Only those who believe in themselves can believe in others, only those who can motivate can motivate others, and only those who can fill the concepts of authenticity and credibility with life can gain long-term authority without acting authoritarian.
Whoever sows respect, will reap respect
It is true that executives are not "better people" than others - they are "just human beings" and thus are neither infallible nor superior to wrong assessments, fatal decisions and momentous errors.
But those who show respect for employees, who demonstrate greatness by confessing errors, asking for apology, praising others or accepting consequences for a mistake, thereby gain respect for themselves.
Competent management cool figures
And it is this respect that distinguishes a competent leader from the coolly calculating number juggler and ultimately the difference between a loyal workforce and one in which everyone is just waiting to get the rider who appears to be firmly seated in the saddle.
It's not about being free from mistakes as a moral authority removed from reality: what matters is how to deal with weaknesses and errors. Anyone who knows how to lead with style, charisma and confidence can do without authoritarian behavior - and can rely on the support of his team even in times of crisis.
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