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Disclosure & Copyrights: Image material created as part of a free collaboration with Shutterstock. Text originally from: “Companies in the psychological trap – ways out. Ways out: My coach. My therapist. My Boss” (2012), published by BusinessVillage Verlag, reprinted with the kind permission of the publisher.
From Dr. Regina Mahlmann (More) • Last updated on October 04.09.2023, XNUMX • First published on 12.03.2015/XNUMX/XNUMX • So far 4926 readers, 3109 social media shares Likes & Reviews (5 / 5) • Read & write comments
Can you Executive? The most sensible answer is, “Depends.” From expectations, especially on the part of Employees. Of willingness, especially of the leaders. From role definitions that list claims, expectations, rights and duties.
Rolling definitions are subject to historical changes. With a traditional core (conventions), time-phenomena flow into them. This keeps them mobile.
you spiegeln reflect values and norms and provide information about what is considered necessary and important as well as desirable and undesirable.
Leadership roles are another type of collaborative work. On the current movement in the role and function determination act especially with:
Professionals of diverse backgrounds (eg psychologists, educators, organizational and working sociologists), corporate members who more or less change role definitions through their socio-cultural character, their preferences, aversions and demands, and thirdly, views on the conditions for successful corporate governance.
The quoted question with the horrible grammar comes from an article in the Wirtschaftswoche and can actually only be answered with a “Depends on it”. Usually, however, people pretend that the answer is once and for all clear. Behind this is the assumption that there is an “ideal” boss.
This means that regardless of context factors such as personal and social factors, qualities of the employees and the order, the following applies: The boss, who follows certain rules, is a good boss, for every employee. This is, of course, naive.
In ten “rules” the author of the said article, editor Daniel Rettig, declines what “good”, even “brilliant” managers can (should) do. The rules show the historical dimension of the role definition as well as the zeitgeist factor based on assumed expectations on the employee side.
Plus, the rule wording gives a nice example of where Psychology What works in the background is how they can be hidden and how much psychological knowledge can be simplified.
the suggestive Effect, which is supposed to lead to an affirmative nod from the reader, the casual reader seldom eludes. Don't be put off by the clumsy "you" in the imperatives - psychological it should help to get addressed feel.
So these are the things a good boss should ideally be able to do. Since this is quite critical, I have now looked at these 10 bids for bosses a little closer and more critical.
It is quite clear: despite Web 2.0 bosses are still needed. Networking options and supposedly mature employees emphasize in practice the need for line functions (management) and management trades.
Even under the label of “post-heroic management”, this has so far been questioned rather rhetorically and provocatively. The senior Set In employee management, maturity and independence, personal responsibility and self-management are called.
Terms such as leaders, moderator, process facilitator, mentor, Coach and Change Manager. Recently, the role of the psychologizing helper has been added.
That represents the Personality and its development to the center. Managers must therefore open up to additional role facets. But these role models should by no means be accepted uncritically, but should be examined more closely. Therefore, I want to break down the following 10 commandments for bosses – what exactly is it about?
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Dr. As a coach and consultant, Regina Mahlmann is a sparring partner for the top management.Dr. Regina Mahlmann, holds a PhD in sociology and philosopher and has been active in teaching and research for many years. Today she works as a coach, consultant and speaker in and for companies - as a sparring partner for top management and as an initiator and companion of groups, especially in changing and therefore tense phases of a company. Her main areas of work are constructivism, systems theory, social psychology, humanistic psychology, philosophy of life, communication, neurolinguistic programming (NLP) and neurosciences. All texts from Dr. Regina Mahlmann.
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