Leadership development

The effects of the coronavirus have hit Germany to an extent that no one could have prepared for. The necessary reduction in human contact not only has economic consequences for companies, such as short-time working, loss of workers and production, and even the loss of customers, but naturally also has an impact on internal processes.

"There is no such thing as the ideal leadership style." This was the central message of Ken Blanchard and Paul Hersey, the developers of the situational leadership approach, back in 1968. They postulated that managers must demonstrate different leadership behavior depending on the situation and the person they are dealing with.

On the way to becoming a digital, agile organization that adapts dynamically to the rapid transformation, companies face major challenges. It is important that the change in management culture - which creates freedom for employees and enables more self-direction, motivates employees to think across departments and is based on trust and recognition - is gradually implemented.

An increasing pace of environmental change, growing complexity and a shortage of resources are leading the trends in the context of leadership and presenting management with new challenges. The architecture of companies is also changing - the focus is on process and value creation orientation, decentralization of decision-making processes, self-control and continuous improvement.

Mentoring is of the same mind like ..."...Imagine a world in which the whole knowledge of mankind is accessible for everybody. That is our goal!" (Jimmy Wales, Founder of Wikipedia).