Kursbuch 191 - Bullshit.Sprech
Mythos Start-up. Führungsimpulse für etablierte Unternehmen?
Die Haltung entscheidet.
More of the Same?
"More of the Same? How Leaders Manage Growing Uncertainty"(2015) LEAD | Mercator Capacity Building Center for Leadership & Advocacy
Dr. Philine Erfurt Sandhu
Oliver M. Triebel
How do leaders and organizations react to new demands and growing uncertainty? What strategies
and tools do they use? These questions were at the core of the current study.
The result: the over 100 surveyed leaders perceive their environment as increasingly unpredictable. However, they think that the strategies and tools they are using today will become more relevant in the future. But will “more of the same” really be sufficient considering that leaders see the world becoming increasingly volatile and uncertain?
The data for this publication was collected through an online survey conducted in late summer 2014. Survey results came from over 100 leaders from government, business, and civil society.
This publication marks the launch of the study series “Leadership in Government, Business and Society – New Challenges. New Networks. New Practices.” that LEAD is conducting in cooperation with the University
of St. Gallen, the School of Public Policy at the Central European University and the management consultancy company companions.
No Bullshit. The Skills Executives Really Need
Dr. Markus Baumanns
Dr. Torsten Schumacher
Management trends have been sold as the ultimate truth for years, but the era of fly-by-night cures, promising the earth and short-term management speak is coming to an end. What companies are now looking for is a way to implement successful long-term change. In a time of economic ups and downs, seeming complexity and inescapable uncertainty, people are looking for a mainstay, something they can rely on – not something that just blows with the wind. You can’t build your future on the bullshit offered by banal management propaganda and shallow guides to success.
The authors look at the skills managers really need: decision-making, giving direction, organizing, believing in people, nurturing the ability to change. They return to the core duties of a manager, the ethos with which we lead the company. “Turnover is not an aim, but the result of effective leadership,” say the authors as they take the reader on a long and unconventional journey to success.
Everyone for themselves and none for all
Everyone for Themselves and None for All? Why We Need to Rethink Leadership in Politics, Business, Science and Society.
Dr. Markus Baumanns (Co-Autor),
Prof. Jutta Allmendinger,
Ph.D, Dr. Jörg Ritter
What are the leadership challenges facing Germany’s top executives in the 21st century? What principles need to be retained and which ones need to be replaced? Do we need to rethink what leadership means? What does this mean in practice?
The study Jeder für sich und keiner fürs Ganze? Warum wir ein neues Führungsverständnis in Politik, Wirtschaft, Wissenschaft und Gesellschaft brauchen has answers to exactly these questions. The project partners spoke to a total of 30 German leaders, including ministers, Constitutional Court judges, board members of top companies, presidents of research institutes, entrepreneurs, senior members of the clergy, military officials and the heads of civil organizations.> read
Cast off! Entry into a new age of staff management
Competitive advantages will lie increasingly in the coming ten years with the quality of leadership. Torsten Schumacher deals with the following:
- why we more than ever need independently thinking people for leadership
- how you can create the essential basis for high-performance organizations: trust
- what attracts the best talents and how you can retain high performers
- why in future we will win no prizes just through skills like precision, duty and efficiency
- how regimentation and measurement destroy individual powers of judgment
- why most leaders fail after promotion and what you can do against it
- why we must no longer glorify teams drunk on group feeling and strengthen individual responsibility
- how to recognize individual strengths and inner attitudes
- how to avoid the „urgency addiction“ and the „a little bit of everything trap“
“Schumacher’s analysis of these questions is as sharp as ever, with no respect for management fads. His language is refreshingly down to earth and rooted in practice.” (Editor)
Success through targeted activity
Success through targeted activity – simple leadership with clarity, freedom and consistency
(2006, 3. Edition 2009) Published by WILEY-VCH