What characterizes a good leader in the 21st century? To answer this question, it is important to look at the circumstances under which leadership is practiced today. Digitalization and social media are creating increased global competition in many industries. In an HR report by the Institute for Employment and Employability (IBE) and Hays AG, 80 percent of survey participants see managing change as the biggest challenge facing managers: Leading under constant environmental change. However, the increasing complexity of work processes, the perception of the role model function, the creation of transparency and the work-life balance, which is increasingly coming into focus for employees, also play a decisive role for good leadership in the 21st century.
Corporate profits should continue to grow while taking these new aspects into account. This demands a great deal of tact from today's managers. For example, an open ear for the fears and wishes of employees. The latter prefer the "understanding comrade" to the "numbers-driven manager".
Good managers are at the same time role models, visionaries, practitioners, diagnosticians, concept developers, conflict managers, designers, leaders and top decision-makers. At the same time, day-to-day operations are becoming less important for managers: Only eleven percent of the participants in the HR study still see it as an important task for managers. Personnel management is accorded greater importance than structural management. But how do these two leadership styles differ?
Table of Contents
1. Introduction
1.1 Good leadership in the 21st century
1.2 Structure of the paper
2. Leadership in Transition
2.1 Leadership and Leadership – Concept and Demarcation
2.2 Traditional leadership approaches
2.3 Modern Leadership Approaches – InLeaVe New Leadership Model
2.4 Requirements for a modern leader
3. Conflict competence as a requirement component
3.1 Content of social conflicts in groups and organizations
3.2 Conflict escalation – the 9-step model according to Glasl
3.3 De-escalation and conflict resolution strategies
3.4 Conflict resolution through non-violent communication according to Rosenberg
4. Reflection on one's own leadership behavior
4.1 Development of leadership skills during the winter semester 2016/17
4.2 Competence development in the field of conflict management through the use of non-violent communication according to Rosenberg
5. Challenges for the leadership of the future
Objectives and Topics
This thesis examines the essential requirements for effective leadership in the 21st century, focusing on the transition from traditional to modern leadership models. It highlights the importance of conflict competence and reflects on personal leadership development through the application of Marshall Rosenberg’s Nonviolent Communication model.
- Evolution of leadership theories from traditional to modern approaches.
- The InLeaVe New Leadership Model and its four cornerstones.
- Conflict management strategies and the 9-step escalation model according to Glasl.
- Application of Nonviolent Communication (NVC) in professional settings.
- Self-reflection on leadership competencies and future challenges.
Excerpt from the Book
3.2 Conflict escalation – the 9-step model according to Glasl
For the analysis of different types of conflicts, the Austrian conflict researcher Friedrich Glasl has in his work, "Conflict management. A handbook for executives, consultants\ designed a 9-step model of conflict escalation. These levels are divided into three levels, each of which consists of three gradations (see Figure 7). As can be clearly seen on this model, Glasl sees the escalation in his nine-stage model not as an ascent to ever higher levels of escalation, but as a descent to ever deeper, more primitive and inhuman forms of confrontation.
While the parties involved in the conflict still both win in the first level (win-win), the outcome in the second level is only positive for one party (win-lose). In the third level, both parties to the conflict lose (lose-lose).
The 1st stage (hardening) is characterized by the clash of everyday, occasional disagreements that are not yet perceived as a conflict by the parties. On the 2nd stage (polarization & debate), both parties are already thinking about strategies to convince the other of their own arguments and to exert pressure. A dispute arises. At level 3 (actions instead of words!) increase the pressure on both parties to the conflict. Talks break off and compassion for the opponent of the conflict is lost. The 4th stage (coalition) brings with it a decisive change: It is no longer about the matter itself, but about winning the conflict in any case or ensuring that the opponent loses it. The parties are trying to win both sympathizers for their own side. A complete loss of trust towards the conflict opponent takes place at level 5 (loss of face). The opponent should be destroyed by insinuations or similar means. At level 6 (threatening strategies), both parties to the conflict want to demonstrate their own power through clear demands or threatened sanctions. In the first section of the lose-lose level, the 7th stage (limited destruction), the main aim is to harm the opponent of the conflict by all available means. He is no longer perceived as a human being and his own damage at the expense of greater damage to the opponent is accepted. On the 8th level (fragmentation), the opponent and his supporters are to be destroyed by targeted annihilation actions, while at the lowest and last level 9 (Together into the Abyss) their own destruction is taken into account just to defeat the opponent. Both parties to the conflict are ready to carry out the conflict to the bitter end.
Summary of Chapters
1. Introduction: Outlines the changing environment for 21st-century leaders and the necessity for soft skills and personnel management.
2. Leadership in Transition: Provides an overview of traditional and modern leadership theories, introducing the InLeaVe New Leadership Model.
3. Conflict competence as a requirement component: Details the nature of social conflicts, the stages of escalation, and strategies for conflict resolution including NVC.
4. Reflection on one's own leadership behavior: Offers a personal self-reflection on developing leadership and communication competencies during the academic semester.
5. Challenges for the leadership of the future: Discusses the shift toward knowledge-based societies and the evolving role of the leader as a coach.
Keywords
Leadership, Management, Conflict Competence, Nonviolent Communication, InLeaVe Model, Situational Leadership, Conflict Escalation, Friedrich Glasl, Marshall Rosenberg, Soft Skills, Self-Reflection, Team Culture, Motivation, Change Management, Leadership Development.
Frequently Asked Questions
What is the core focus of this thesis?
The thesis focuses on defining the requirements for modern leaders in the 21st century, specifically examining how leadership theories have evolved and the crucial role of conflict competence.
What are the central thematic fields covered?
The work covers leadership theory (traditional vs. modern), conflict management models, and the practical application of communication techniques for personal leadership development.
What is the primary objective of this work?
The primary goal is to integrate theoretical knowledge about modern leadership and conflict resolution with a personal self-reflection process to improve individual management competencies.
Which scientific methods are employed?
The paper utilizes a literature-based theoretical analysis of management models and combines it with a reflexive, self-critical case study approach based on Transactional Analysis and Nonviolent Communication.
What topics are discussed in the main part of the paper?
The main part analyzes various leadership styles, the InLeaVe New Leadership Model, the 9-step conflict escalation model by Glasl, and the application of Rosenberg's Nonviolent Communication model.
Which keywords best characterize the work?
The most defining keywords are Leadership, Conflict Competence, Nonviolent Communication, and Self-Reflection.
How does the author apply the Glasl model in the analysis?
The author uses Glasl’s 9-step model to categorize the depth of conflict escalation, illustrating how conflicts descend from constructive debates into destructive "lose-lose" scenarios.
Why is Nonviolent Communication considered a core competency in this text?
It is viewed as a vital tool for leaders because it promotes understanding, empathy, and objective observation, which are essential for resolving conflicts without damaging organizational relationships.
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- Bastian Ott (Autor:in), 2017, Requirements for the "modern" leader. Theory and personal reflection, München, GRIN Verlag, https://www.grin.com/document/1175770
