Philosophy

Leadership within organisations has become a demanding service. The traditional understanding of leadership, which reduced the social phenomenon of management to a simple power-authority constellation, is only able to produce the right answers (i.e. ensuring a positive result for the organisation) under certain circumstances (e.g. crisis situations). The complex technical and social processes in today’s organisations require a new, enhanced understanding of the manager’s role. It involves creating and shaping social systems and their parameters, as well as target-oriented communication systems.

Managers work with people who (are supposed to) carry out specific functions and tasks in the organisation. Managers who see employees as mere functionaries run the risk of unduly reducing the complexity of dealing with self-willed people. On the other hand, managers who have a purely person-oriented, “psychologising” understanding of his role, runs the risk of confusing the real role and function of his position with psychotherapy and relationship management.

More than that, management is about developing the sense of responsibility, dedication, creativity and focus of employees. Management should be an invitation to employees to turn the aims of the organisation into their own, whilst establishing the necessary framework conditions to do so in the sense of a 'service'. My work is founded on this basic assumption.