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 (INCREMENTAL CHANGE MANAGEMENT)
2.6.1 SIX SIGMA
2.6.2 LEAN
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
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
3.10.1 SAFETY, HEALTH, ENVIRONMENT
3.10.2 LEADERSHIP STYLE
3.10.3 COMPANY PENSION SCHEME
3.10.4 PACT FOR FURTHER TRAINING OF EMPLOYEES AND TAKING OVER OF APPRENTICES
3.10.5 WORK PROCESSES
3.10.6 FLEXIBILIZATION OF WORKING HOURS
3.10.7 SOCIAL PROGRAMS TO PROMOTE TEAM SPIRIT
Objectives and Topics
This book aims to provide a practical guide for implementing sustainable organizational change, focusing on the critical role of leadership and employee retention. It addresses the challenges of modernizing corporate structures while maintaining a motivated and skilled workforce in an era defined by digitalization and increasing competitive pressures.
- The evolution of leadership towards "Leadership 2.0" in the knowledge age.
- Strategic versus incremental change management in restructuring processes.
- Methods for employee retention and the importance of healthy corporate culture.
- Lean Six Sigma as a systematic approach to continuous improvement.
- Managing team composition and development throughout organizational change.
Excerpt from the Book
1 Introduction
More than 2,500 years ago, the Greek philosopher Heraclitus made the statement that nothing is as constant as change. This statement is confirmed by Werner Seidenschwarz, as for him the only constant of change lies in the process.4 Although, according to Heraclitus, on the one hand nothing is as constant as change, on the other hand humans are creatures of habit. This means that people use established systems because they are familiar to them as routine. They often don't even think about their actions, but simply reel off their program as they are used to and stick to the tried and tested because it is comfortable for them. As a result, people find it difficult to change themselves or to make changes to systems, so they often resist and show rejection when a change is imminent, especially if they are directly affected by it. This applies to the social, private and professional spheres.
Summary of Chapters
1 INTRODUCTION: Outlines the fundamental challenges of organizational change, emphasizing both the inevitability of change and human resistance to it.
2 THEORY: Provides a comprehensive academic foundation for leadership, change management, corporate culture, and organizational models.
3 PRACTICAL IMPLEMENTATION OF CHANGE MANAGEMENT: Offers actionable strategies for designing and executing restructuring projects, including stakeholder engagement and retaining talent.
Keywords
Leadership 2.0, change management, sustainable restructuring, employee retention, corporate culture, Lean Six Sigma, organizational development, emotional intelligence, continuous improvement, stakeholder analysis, performance management, agile management, digitalization, artificial intelligence, organizational design.
Frequently Asked Questions
What is the core focus of this publication?
The book focuses on how to successfully implement sustainable change in companies by combining strong, empathetic leadership with the active involvement and retention of employees.
What are the primary thematic areas covered?
Key areas include the transition to Leadership 2.0, the distinction between incremental and radical change, methods like Lean Six Sigma, and team composition theories.
What is the primary goal of the strategies presented?
The goal is to ensure long-term company survival and growth through strategic realignment while minimizing staff turnover and strengthening employee commitment.
Which scientific methods are utilized?
The author uses a variety of models, including the PDCA cycle, the 4 P's of marketing, Kotter's 8-step model, and various leadership and team composition theories such as the Belbin and Myers-Briggs frameworks.
What is addressed in the practical implementation section?
This section outlines concrete improvement plans, methods for identifying and analyzing key personnel, tools for stakeholder management, and strategies for navigating negotiations with works councils.
Which keywords best describe the book's content?
The content is best summarized by terms like Leadership 2.0, Change Management, Sustainable Restructuring, Employee Retention, and Lean Six Sigma.
How does artificial intelligence impact the leadership styles discussed?
Artificial intelligence is seen as a driver of the "new world of work," requiring leaders to act more as mentors and translators who manage the human element of change alongside technology.
What specific role does the works council play in this context?
In Germany, the works council is a central stakeholder that has co-determination rights during operational changes, and the book emphasizes the importance of negotiating with them in a spirit of trust to achieve socially acceptable outcomes.
- Quote paper
- Prof. Dr. Michael Kurwan (Author), 2025, Leadership 2.0 in processes of a sustainable change, Munich, GRIN Verlag, https://www.grin.com/document/1584382
