We assign leadership contributions to three dimensions: the leader, the led and the organisation. All three dimensions make contributions - and an improvement of the management system will have to harmonise all three dimensions or balance the interaction.
What is the use of leadership development if the organisation's incentive systems run counter to its goals? How can agile guidelines have an impact if the necessary tools, information systems or skills are missing among the employees and those being managed? IT-supported process sequences fail in their controlling function when they suddenly have to fight against powerful corporate cultural routines and well-established behaviors.
In order to improve the interaction of the three dimensions, we focus on the following elements:
Leadership structures & decision-making processes
The organisational set-up and the mechanisms through which decisions are made.
Interaction structures & leadership chains
The interaction between different levels, functions, center and periphery: what happens when leadership impulses cross such boundaries?
Leadership culture and values
The shared beliefs and practices that explicitly and implicitly shape and promote leadership behavior.
Incentives and reward systems
Structures that recognise and promote performance to increase motivation and engagement.
Leadership skills
Skills of managers (and employees) who, in addition to “self-management” and “leading others”, also have to master leadership by designing organisational structures.
