Leadership culture changing: smart as the boss!



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Knowing, learning and having a say - today, employees want more than salary and service according to regulations. 3 aspects of modern leadership culture, the employees and Company benefit.

Leadership culture in transition: smarter than the boss! Leadership culture in transition: smarter than the boss!

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What makes the boss today?

Overview

For our marketing communication, we have a postcard with the inscription: Sly as the boss. Again and again we are addressed to it. Sly than the boss - that's dangerous!

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The opposite is the case. Clever employees, ie qualified, trained, thoughtful specialists, help Company to get ahead and to be prepared for a challenging future. Fortunately, some executives have now adopted this attitude. The report "Leadership Culture in Transition" of the Federal Ministry of Labor and Social Affairs, among others, cites 3's key messages on "good leadership" of executives in German companies *, who emphasize the importance of employee responsibility and participation:

  1. Ability to professionally design results-free processes: In view of unstable market dynamics, decreasing predictability, and surprising hype, a gradual foresight seems more promising than directing action to plans whose expiration date is uncertain.
  2. Use of self-organizing networks: Here, executives combine the hope for more creative impetus, greater innovation, speeding up processes and reducing complexity. Knowledge and competence exchange plays a crucial role in such networks.
  3. Motivating through self-determination and appreciation: Managers believe that the motivating effect of salary and other material incentives tends to decrease. Personal commitment is more associated with appreciation, decision-making and personal responsibility. Autonomy becomes more important than status symbols and the perceived meaning of an activity determines the degree of commitment.

The capital of employees

Overview

For employees, this change in leadership culture means that more personal responsibility takes place. They determine the course of action, assess situations in the sense of the agile business idea of ​​open-ended processes again and again and take responsibility for the decisions made. Prerequisite: You must always be well-informed, communicate with others and stay mentally agile. They need to be aware of technological developments and be able to assess their business. No easy task - no wonder that some bosses doubt the feasibility.

And yet this self-responsibility and co-determination is exactly what many employees want. Leaders are well advised to do this and to support them through appropriate structures and processes. Constant training is an important part of this.

When employees take their own processes

Overview

Clearly, choosing and providing training as a leader does not seem like a solution. In the meantime, employees also take this step themselves. Either they are looking for relevant courses in portals or institutes. Or they exchange ideas with their colleagues: What information is available in the house? Who is the contact person for the status of ongoing processes? Can he or she make the status quo available to the workforce?

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The task of the managers is to promote this exchange and, if necessary, to support it with appropriate technologies. This includes the intranet as a place of accessible information and hierarchical exchange. In addition, training platforms provide the knowledge of individual specialists or departments for colleagues and partners, who should be informed about ongoing processes. It is important to note that specialists keep this information and keep it up to date. They not only provide for their own active participation, but also stimulate the exchange of knowledge within the company - a process that ultimately benefits everyone.

* Source: Monitor "Leadership culture in transition" of the Federal Ministry of Labor and Social Affairs. Publisher: Initiative Neue Qualität des Arbeit


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