Reinhard K. Sprenger
Radical Leadership (eBook, PDF)
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Reinhard K. Sprenger
Radical Leadership (eBook, PDF)
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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.
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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.
Produktdetails
- Produktdetails
- Verlag: Campus Verlag
- Seitenzahl: 300
- Erscheinungstermin: 16. Mai 2013
- Deutsch
- ISBN-13: 9783593420424
- Artikelnr.: 38460397
- Verlag: Campus Verlag
- Seitenzahl: 300
- Erscheinungstermin: 16. Mai 2013
- Deutsch
- ISBN-13: 9783593420424
- Artikelnr.: 38460397
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.
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
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