Megatrends such as globalization, digitalization, individualization, volatility, and increasing diversity are considered to be the triggers of a noticeable change in the work environment. This results in a reinvention of many companies currently taking place with regard to their corporate structure. The changes affect the entire work environment, interactions and undoubtedly leadership at all levels of companies. In connection with the new environment, discussions often arise in research and practice as to what role leadership actually still plays in companies and whether it is still in line with the times.
How has the role of the manager changed in the last 10 years? The aim of this paper is to compare the different leadership styles and to show to what extent the social competence of a manager can influence the success of change processes. What is the significance of social competence for successful leadership? What can sustainable leadership look like?
Table of Contents
1 Introduction
2 Definitions Leadership and Change
3 Leadership style
3.1 The classic leadership styles
3.2 Leadership in the modern age
3.3 Leadership styles in relation to change
4 Contemporary roles of the manager
4.1 Working on the system instead of in the system
4.2 Organisation of learning
4.3 Manager as consultant and coach
4.4 Promoting by demanding
5 Change management in organizations and reasons for change
5.1 Change management and organizational change process
5.2 When and how change occurs
5.3 Reasons for change
5.4 Competencies of managers in change
5.5 Organizational development access to change
6 Social competence as a key competence of the manager
6.1 Emotional intelligence
6.2 Social competence
6.3 Social competence as a key factor
7 Future perspectives and solutions
8 Conclusion
Objectives and Core Themes
This paper examines the evolution of leadership roles over the past decade, focusing on how managerial leadership styles influence the success of organizational change processes. It explores the significance of social competence as a critical factor in effective leadership and defines what sustainable, meaning-oriented leadership entails within the modern working environment.
- The evolution of classic and modern leadership styles in a changing world.
- The role of the manager in organizational change and development.
- The integration of coaching and "promoting by demanding" as management tools.
- Social and emotional competence as foundational requirements for contemporary leadership.
- The impact of "Work Culture 4.0" on strategic leadership tasks.
Excerpt from the Book
4.4 Promoting by demanding
Promoting by demanding is the crucial principle, which is as difficult to implement as it sounds simple. In this context, the term coach, which comes from the field of sport, has gained access to management jargon. The term coach expresses many important aspects of the management function, even more clearly than the term consultant. Doppler and Lauterburg define: "The holistic, consistent performance orientation and the motivation not to profile oneself, but to make others strong and successful". (Doppler, K./Lauterburg. Ch. 2008: 131 f.) In order to be successful here, you have to know the partner exactly and be able to assess it correctly - and to tailor all measures to his individual learning curve. A leader can only succeed in changing roles from manager to coach if he has no secret shares in the game; promotes critical thinking in a targeted manner, also with regard to his own role and personal leadership behavior; is accepted by its employees as a competent partner and, above all, has taken this one difficult step: not only to be able to enjoy one's own growth and profile, but also in the growth and profile of others. (cf. Doppler, K./Lauterburg. Ch. 2008: 132).
Summary of Chapters
1 Introduction: Discusses how megatrends such as globalization and digitization are forcing a reinvention of corporate structures and highlighting the shift toward the emotional side of leadership.
2 Definitions Leadership and Change: Explores the historical context of leadership research and defines core concepts regarding organizational change and the change in employee management.
3 Leadership style: Provides an overview of classic and modern leadership styles, including the transition from hierarchical models to adaptive and participatory approaches.
4 Contemporary roles of the manager: Examines the shift from working "in" the system to "on" the system, highlighting roles like coach and consultant in organizational development.
5 Change management in organizations and reasons for change: Analyzes the dynamics of change processes, the factors influencing readiness for change, and the specific competencies required by managers during these transitions.
6 Social competence as a key competence of the manager: Details the importance of emotional intelligence and social skills, defining them as pillars for success in complex organizational environments.
7 Future perspectives and solutions: Explores the requirements for "meaningful leadership" in the era of Work 4.0, emphasizing trust and culture over traditional KPI-driven management.
8 Conclusion: Synthesizes the findings, affirming that connective, meaning-oriented leadership is essential for navigating the challenges of modern business environments.
Keywords
Leadership styles, Organizational change, Change management, Social competence, Emotional intelligence, Meaningful leadership, Coaching, Work 4.0, Adaptive leadership, Managerial roles, Organizational development, Corporate culture, Employee motivation, Transformation, Leadership behavior
Frequently Asked Questions
What is the primary focus of this term paper?
The paper focuses on how leadership roles have evolved over the last decade and the extent to which a manager's social competence influences the success of organizational change processes.
What are the central themes discussed in the text?
The text covers classic vs. modern leadership styles, the manager's role in change management, the shift toward organizational development, and the vital role of social and emotional competence.
What is the ultimate research objective?
The aim is to identify how modern managers can effectively navigate change, what specific competencies are required, and what sustainable, meaning-oriented leadership looks like in the modern world.
Which scientific methodology is primarily applied?
The paper utilizes a literature-based analysis, synthesizing theoretical frameworks and empirical studies from various authors like Siemann, Quinn, and Doppler to construct its arguments.
What is covered in the main body of the work?
The main body systematically progresses from defining leadership and change to exploring contemporary manager roles, change management frameworks, and the fundamental necessity of social and emotional intelligence.
Which keywords best describe this research?
Key terms include Leadership styles, Organizational change, Change management, Social competence, Emotional intelligence, and Meaningful leadership.
How does the author define "promoting by demanding"?
It is defined as a holistic performance orientation where a manager focuses on making others strong and successful rather than focusing on their own profile, requiring the manager to act as a coach.
What does the "Competing Values Framework" (CVF) represent in this context?
The CVF is a model used to demonstrate the paradoxical demands placed on managers, resulting in eight distinct roles that a leader should master to maintain balance within an organization.
What is the significance of "Work Culture 4.0"?
Work Culture 4.0 represents the new standard where meaning-oriented leadership, trust, and employee self-competence replace traditional, purely KPI-oriented management methods.
- Quote paper
- Erika Popa (Author), 2017, Leadership Through The Ages, Munich, GRIN Verlag, https://www.grin.com/document/1180592
