In order to successfully implement sustainable changes in a company in the context of change processes, strong leadership is required at the top of a company, which should have a great deal of empathy and a sure instinct in order to position the company in the market in the long term and profitably. In order to successfully shape these sustainable changes, it will not be the famous power of the leader of the past, but will only work with the involvement of employees in the new world of work in the knowledge age, which is characterized by digitalization and artificial intelligence. This new form of leadership is also referred to as Leadership 2.0, in which it is important to retain top performers and, in particular, key personnel in the company in the long term, which is a very challenging leadership task in HR management.
In change processes, a fundamental distinction must be made between incremental change management and radical change management. While incremental change takes place continuously and is integrated into everyday working life, radical change represents a strategic realignment of the company, which is largely associated with staff reductions and is intended to change the corporate culture. This is particularly true in the case of restructuring, where cost-cutting programs play a decisive role in ensuring the long-term survival of the company. Employees are more willing to go along with incremental change, also known as continuous improvement, than radical change, as they could also be affected by staff cuts. This fuels employees' fears and therefore often leads to high staff turnover.
Table of Contents
- 1 INTRODUCTION
- 2 THEORY
- 2.1 LEADERSHIP
- 2.1.1 DEFINITION OF THE TERM LEADERSHIP
- 2.1.2 COMPETENCIES OF A MANAGER
- 2.1.3 MANAGEMENT AND ITS DISTINCTION FROM LEADERSHIP
- 2.1.4 LEADERSHIP STYLES
- 2.2 CORPORATE CULTURE AND CHANGE MANAGEMENT
- 2.3 EMPLOYEE RETENTION MANAGEMENT
- 2.4 CHANGE MANAGEMENT APPROACHES FOR RESTRUCTURING
- 2.5 THEORIES TO GUIDE ACTION FOR RESTRUCTURING
- 2.5.1 LEWIN'S 3-PHASE MODEL
- 2.5.2 KOTTER'S 8-STEP MODEL
- 2.5.3 KRÜGER'S FIVE-PHASE MODEL
- 2.5.4 SCHMIDT-TANGER'S SIX-PHASE MODEL OF CHANGE
- 2.6 LEAN SIX SIGMA AS A SYSTEM OF CONTINUOUS IMPROVEMENT
- 2.7 TEAM COMPOSITIONS IN CHANGE PROCESSES
- 2.7.1 TEAM ROLES OF BELBIN
- 2.7.2 FIVE COLOR MODEL BY CALUWÉ AND VERMAAK
- 2.7.3 WALT DISNEY'S THEORY OF CREATIVITY
- 2.7.4 TEAM COMPOSITION ACCORDING TO DIVERSITY
- 2.7.5 TEAM COMPOSITION IN THE GENERATION MIX
- 2.7.6 TEAM COMPOSITION ACCORDING TO THE DISG MODEL
- 2.7.7 TEAM COMPOSITION ACCORDING TO THE EIGHT INSIGHTS TYPES
- 2.7.8 TEAM COMPOSITION ACCORDING TO MYERS BRIGGS' CHARACTER TYPES
- 2.8 TEAM PHASES OF TEAM DEVELOPMENT
- 2.9 ORGANIZATION AND ITS VARIOUS FORMS
- 2.9.1 FUNCTIONAL ORGANIZATIONAL LOGISTICS
- 2.9.2 THE BUSINESS UNIT STRUCTURE
- 2.9.3 THE PROJECT ORGANIZATION
- 2.9.4 THE PROCESS ORGANIZATION
- 2.9.5 THE MATRIX ORGANIZATION
- 2.9.6 THE SECONDARY ORGANIZATION
- 2.10 INNOVATION
- 2.10.1 DEFINITION OF THE TERM INNOVATION
- 2.10.2 PULL AND PUSH INNOVATIONS
- 2.10.3 OPEN AND CLOSED INNOVATION
- 2.11 SUSTAINABILITY AND SUSTAINABLE CORPORATE GOVERNANCE
- 2.12 RESISTANCE
- 2.1 LEADERSHIP
- 3 PRACTICAL IMPLEMENTATION OF CHANGE MANAGEMENT
- 3.1 IMPROVEMENT PLAN
- 3.2 INVESTIGATIONS TO CREATE THE IMPROVEMENT PLAN
- 3.3 SELECTING THE APPROPRIATE CHANGE MANAGEMENT MODEL
- 3.4 STAKEHOLDER ANALYSIS
- 3.5 PRESENTATION OF THE IMPROVEMENT PLAN
- 3.6 ANNOUNCEMENT OF THE IMPROVEMENT PLAN TO THE WORKS COUNCIL AND THE WORKFORCE
- 3.7 COMMUNICATION WITH STAKEHOLDERS
- 3.8 NEGOTIATIONS BETWEEN THE GUIDING COALITION AND THE WORKS COUNCIL
- 3.9 NEGOTIATIONS WITH EMPLOYEES
- 3.10 EMPLOYEE RETENTION PROGRAM
Objectives and Key Themes
This work aims to provide practical guidance on implementing sustainable change within companies, focusing on the crucial role of leadership and employee engagement. It explores how modern leadership styles can navigate the challenges of both incremental and radical change processes while ensuring employee retention.
- Leadership styles and their effectiveness in change management
- The importance of corporate culture and its influence on successful change
- Strategies for employee retention during restructuring and transformation
- Effective change management models and their practical application
- The role of innovation and sustainability in long-term organizational success
Chapter Summaries
1 Introduction: This chapter sets the stage by highlighting the inherent nature of change and the human resistance to it. Using examples such as the COVID-19 pandemic and the war in Ukraine, it illustrates how crises can unexpectedly force behavioral shifts. The chapter also introduces the concept of "New Work" and its impact on the modern workforce, emphasizing the evolving needs and expectations of younger generations. It concludes by differentiating between incremental and radical change, setting the context for the subsequent theoretical and practical discussions.
2 Theory: This chapter delves into the theoretical foundations of leadership, corporate culture, employee retention, and change management. It provides a comprehensive overview of various leadership styles, highlighting their strengths and weaknesses, and examines different approaches to change management. It also explores the impact of demographic trends on the workforce and the importance of knowledge management. The chapter emphasizes the significance of aligning leadership styles, organizational structure, and cultural values to create a thriving and adaptive workplace.
3 Practical Implementation of Change Management: This chapter focuses on the practical application of change management principles, illustrating the process of developing and implementing a strategic improvement plan for a medium-sized company undergoing radical change. It emphasizes the importance of stakeholder analysis, communication strategies, and negotiations with both the works council and individual employees to secure a smooth and successful transformation while prioritizing employee retention and sustainability.
Keywords
Leadership 2.0, Change Management, Employee Retention, Corporate Culture, Sustainability, Lean Six Sigma, Restructuring, Innovation, Stakeholder Analysis, Negotiation, Employee Engagement, Digitalization, Artificial Intelligence, Generation Mix, Team Development.
Frequently asked questions
What is the main purpose of this document?
This document serves as a language preview containing the title, table of contents, objectives and key themes, chapter summaries, and keywords related to implementing sustainable change within companies. It is intended for academic use, focusing on analyzing themes in a structured and professional manner.
What topics are covered in the Table of Contents?
The Table of Contents outlines the structure of the work, covering topics such as introduction, leadership theories (including definitions, competencies, styles, and management's distinction from leadership), corporate culture and change management, employee retention management, change management approaches for restructuring, specific change management models (Lewin's, Kotter's, Krüger's, Schmidt-Tanger's), Lean Six Sigma, team compositions in change processes (Belbin, Caluwé and Vermaak, Disney's theory, diversity, generation mix, DiSG, Eight Insights, Myers Briggs), team phases of development, organization forms, innovation, sustainability, resistance, and practical implementation steps.
What are the primary objectives and key themes of the work?
The work aims to provide practical guidance on implementing sustainable change, emphasizing the role of leadership and employee engagement. Key themes include leadership styles in change management, the influence of corporate culture, employee retention strategies during restructuring, effective change management models, and the role of innovation and sustainability.
Can you summarise the three key chapters of the work?
Chapter 1 (Introduction): Highlights the nature of change, resistance to it, and the impact of crises and "New Work" on the workforce. It differentiates between incremental and radical change.
Chapter 2 (Theory): Explores the theoretical foundations of leadership, corporate culture, employee retention, and change management. It examines various leadership styles and change management approaches, emphasizing alignment between leadership, organizational structure, and cultural values.
Chapter 3 (Practical Implementation of Change Management): Focuses on the practical application of change management principles by developing and implementing a strategic improvement plan, emphasizing stakeholder analysis, communication strategies, and negotiations.
What are some of the keywords associated with this work?
The keywords include: Leadership 2.0, Change Management, Employee Retention, Corporate Culture, Sustainability, Lean Six Sigma, Restructuring, Innovation, Stakeholder Analysis, Negotiation, Employee Engagement, Digitalization, Artificial Intelligence, Generation Mix, and Team Development.
What leadership theories are discussed in the document?
The document includes mentions of leadership definitions, competencies of a manager, leadership styles and how management differs from leadership, as well as a section on Leadership 2.0.
What change management models are mentioned?
The document mentions Lewin's 3-Phase Model, Kotter's 8-Step Model, Krüger's Five-Phase Model, and Schmidt-Tanger's Six-Phase Model of Change.
What team composition models are mentioned?
The document mentions Belbin's team roles, the Five Color Model by Caluwé and Vermaak, Walt Disney's Theory of Creativity, team composition according to diversity, the generation mix, DiSG model, Eight Insights types and Myers Briggs character types.
What organizational forms are discussed?
The document discusses functional organizational logistics, business unit structure, project organization, process organization, matrix organization, and secondary organization.
What types of innovation are addressed?
The document discusses pull and push innovations, as well as open and closed innovation.
- Arbeit zitieren
- Prof. Dr. Michael Kurwan (Autor:in), 2025, Leadership 2.0 in processes of a sustainable change, München, GRIN Verlag, https://www.grin.com/document/1584382
