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    Wyświetlanie 1-2 z 2
    Tytuł:
    Warum (Agile) Führung immer wieder scheitert
    Why (Agile) Leadership keeps failing
    Autorzy:
    Berger, Jens
    Powiązania:
    https://bibliotekanauki.pl/articles/2050949.pdf
    Data publikacji:
    2021
    Wydawca:
    Instytut Studiów Międzynarodowych i Edukacji Humanum
    Tematy:
    Agile Leadership
    self-functionality
    self-efficacy
    future leadership
    leadership skills
    Opis:
    Agile leadership requires self-reflection. The human image of the supervisors responsible in the com- pany is characterised by appreciation, openness and respect. Leaders create framework conditions and take care of the individual development of individual employees. Their know-how and mindset should be aligned with the agile leadership style. Dealing with the essential principles (change, trust, decisions, iterations, feedback, failure culture, communication) in everyday life does not happen as a matter of course. Agile leadership often fails because of its own self-efficacy and self-functionality. The belief in one‘s own influence to make a difference in difficult situations (self-efficacy) strengthens self -confidence. In complementary self-functionality, each team member works towards a higher goal. Team success is the focus. It requires a high level of self-leadership. Employees with this competence act independently and as part of the team towards the visions and goals of the organisation. Only when self-efficacy and self-leadership are successfully developed among managers and employees can agile leadership be successfully implemented in the company.
    Źródło:
    Humanum. Międzynarodowe Studia Społeczno-Humanistyczne; 2021, 1(40); 147-157
    1898-8431
    Pojawia się w:
    Humanum. Międzynarodowe Studia Społeczno-Humanistyczne
    Dostawca treści:
    Biblioteka Nauki
    Artykuł
    Tytuł:
    Was zukunftsorientierte Führungskräfte beachten – Innere Führung
    Autorzy:
    Berger, Jens
    Powiązania:
    https://bibliotekanauki.pl/articles/2049782.pdf
    Data publikacji:
    2021
    Wydawca:
    Instytut Studiów Międzynarodowych i Edukacji Humanum
    Tematy:
    Leadership
    mindset
    change
    own attitude
    resilience
    belief systems
    Opis:
    The demands on managers are changing. In an increasingly digitalized and dynamic market, very well-trained specialists are becoming scarce. Companies that compete for them must be very well positioned, especially in terms of leadership. Future-oriented leadership requires leading people men- tally. A purely fact-oriented leadership style is no longer promising. This requires a willingness to develop one’s personality and a constant readiness to change. The four-level model shows that this is only possible in the long term by stimulating the limbic system. The task of a sustainable leader is to be a relationship expert. He should learn to manage his own emotions and thus influence himself and others. Positive beliefs are a good basis for this. High own ambitions and operational pressure to perform can stand in the way. Self-reflection leads to the conso- lidation of positive behavior and correction of possible weak points. Leaders who regularly take stock of their personality and engage in critical retrospection take responsibility for themselves and the development of their employees. This is not only a question of a positive image of humanity. Leaders should also set an example in terms of resilience. One’s own health is the interaction of body and mind and the basis for performance. Leaders keep an eye on their lifestyle habits in order to remain efficient in the long term. Their own performance and that of their employees determines that of the company.
    Źródło:
    Humanum. Międzynarodowe Studia Społeczno-Humanistyczne; 2021, 2(41); 111-121
    1898-8431
    Pojawia się w:
    Humanum. Międzynarodowe Studia Społeczno-Humanistyczne
    Dostawca treści:
    Biblioteka Nauki
    Artykuł
      Wyświetlanie 1-2 z 2

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