The short answer is that there can be no general answer to this question as you need to balance interests to resolve conflicting requirements. For situations that are not so extreme, this consideration depends on too many parameters and no general formula can be applied to all situations. There is no static pattern for leadership behavior – which is what makes successful leadership so difficult to learn. It is much more important to face contradictions and accept them, otherwise any attempt to resolve them is doomed to fail.
LEADERSHIP ENABLES EXPERIENCES THAT CHANGE THOUGHT PATTERNS
As a leader who understands the issue and possesses the necessary competence to assess it, you call on employees to experiment (with ideas) and, if necessary, guide them – but without dictating a solution. Mentors can only enable change within their mentees if they provide learning conditions that allow them to reflect on their own experience and as a result understand mentors’ reasoning for why change should take place.
LEADERSHIP CREDIBLY EXEMPLIFIES A VALUE SYSTEM IN PRACTICE
Credibility is a decisive source of energy in a company. Being credible means being able to make others believe in something. The main question is: What do I believe to be true, even if it cannot be immediately proven to me? Values regulate the balance between the system interests of a company and the personal needs of employees.
LEADERS REGULARLY CHECK THEIR EFFECTIVENESS THROUGH COACHING
If top management is no longer able to properly assess the performance of a company and its problems, it may no longer be able to impact the company. If their on-board resources are no longer sufficient, do not be afraid to ask for outside help.
Texts are never created when you’re alone. Your own thoughts are also always the result of external stimulation.
The following authors serve to inspire me and accompany me on my path to insight: Tom DeMarco, Peter Drucker, Ulrike Herrmann, Gerald Hüther, Daniel T. Jones, Stefan Kühl, Rupert Lay, Jeffrey K. Liker, Michael Löhner, Fredmund Malik, Hans A. Pestalozzi, Richard D. Precht, Marshall B. Rosenberg, Mike Rother, Friedemann Schulz von Thun, Reinhard Sprenger, Frederic Vester, Harald Welzer, and James P. Womack.