Details

Radical Leadership


Radical Leadership


1. Aufl.

von: Reinhard K. Sprenger

24,99 €

Verlag: Campus Verlag
Format: PDF
Veröffentl.: 16.05.2013
ISBN/EAN: 9783593420424
Sprache: deutsch
Anzahl Seiten: 288

Dieses eBook enthält ein Wasserzeichen.

Beschreibungen

In his search for what is really crucial in leadership, Reinhard K. Sprenger decided to gain some practical experience once again. For a period of three and a half years he assumed operational responsibility in the executive committee of a company which generates a turnover of approximately 21 billion euro in almost eighty countries. He wished to experience the daily routine of management again, separate the wheat from the chaff and the indispensible from the merely desirable.
Contents

Introduction - What this book is not about 11

What exactly is this book about then? 12
Human beings within the organization 14
What's new? 15

Leadership 17

Why leadership? 17
The purpose of leadership 17
That is not what you are being paid for 19
Success - What is that? 21
Does "good" leadership exist? 23
What is leadership? 28
Leadership as an incidental activity 28
Leadership as a label 29
In observation, who is observing who? 31
Interdependence 34
What shapes leadership behavior? 35
Leadership - more than just being an executive 35
The institution and the individual 37
Good people? Or appropriate people? 40
Work within the system and work on the system 42
The manager: hero or victim? 43
The system has a face 46
How can leadership effect change? 47

First core task: Organizing co-operation 51

One for all and all for one 51
A little natural history 51
Co-operation as the core of the company 53
What obstructs co-operation? 55
The institution 57
What enables co-operation 57
Co-operation-supporting systems 68
Small units 79
Spatial proximity 82
Altering the title 85
The consequence for the selection of personnel 88
The individual 92
The otherness of the other 92
When the other cannot co-operate 93
Optimizing others 95
Commitment to co-operation 99

Second core task: Lowering transaction costs 103

What are transaction costs? 103
Shortage 103
Efficiency 104
From competitor to co-operation partner 105
Internal markets 108
Institution 112
Checking planning and target agreements 113
Increasing staff loyalty; reducing fluctuation 118
Customer orientation 120
Culture of trust 127
The individual 132
Seeing the invisible 133
"Approaching the other" 135
Risk awareness and self-confidence 138

Third core task: Resolving conflicts 143

Decisions 143
A plethora of possibilities 143
Ensuring decidability 145
Decision or choice? 146
"Right" decisions 150
Goal conflicts and value conflicts 152
The institution 154
Dispensing with principles 154
Putting up with contradictions 160
Away from morality and towards the customer 162
The individual 167
Leadership - the art of 'as-if' 167
Decisiveness 169
Tolerating ambiguities 173
Equanimity - the passion of balance 175
Behavior when conflicts arise 177
Decision-making with Sherlock Holmes' rule 179

Fourth core task: Ensuring sustainability 181

General Remarks 181
We reactionaries 182
The success trap 184
Recipes for success: cause, effect and the problem of
the future 186
After the crisis is before the crisis 192
Why resilience is gaining in importance 195
The management's assignment to disturb 197
The tension between sustainability and transaction
costs 199
The institution 201
Tents instead of palaces 201
Experimenting 203
Recognizing weak signals 205
Thinking from the point of view of the future 208
Project management 210
Decentralized is stronger 212
Mid-range planning 213
Creating redundancies 214
Disturbance 214
The individual 215
Awareness of opportunities and other requirements 216
Recruiting the future 219
Taking the offensive more often 222
Interrupting yourself 224
Developing trust in a common future 227

Fifth core task: Leading staff 231

Find the right staff! 232
Who are we looking for? 233
How do you recognize the best? 238
Challenge them! 244
What drives us on 244
Being allowed to prove yourself 246
Talk to each other frequently! 250
Contact instead of praise 250
Taking time 252
Talking instead of writing 253
"… as yourself" 255
Trust them! 256
Why trust? 256
What is trust? 258
Creating trust 259
Destroying trust 261
Trust creates entrepreneurship 262
Offer a good and fair salary! 264
Get out of the way! 267
Leadership to self-leadership 267
What is to be done? 272
Make your contribution! 274

Literature 277

Index
Dr. Reinhard K. Sprenger, promovierter Philosoph, gilt als der profilierteste Führungsexperte Deutschlands. Geboren 1953 in Essen, in Philosophie promoviert, lebt er heute in der Nähe von Zürich und in Santa Fe, New Mexico. Zu seinen Kunden zählen zahlreiche internationale Konzerne sowie fast alle DAX-100-Unternehmen. Neben »Mythos Motivation« zählen zu seinen erfolgreichsten Publikationen »Das Prinzip Selbstverantwortung«, »Die Entscheidung liegt bei dir«, »Vertrauen führt«, »Radikal führen« und »Das anständige Unternehmen«. Der Bestsellerautor ist bekannt als kritischer Denker, der nachdrücklich dazu auffordert, neues Denken und selbstbestimmtes Handeln zu wagen.
Weitere Informationen unter www.sprenger.com.

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