What is real and true leadership

That is what distinguishes a good boss

Hardly any other topic is discussed as intensely in the business world as the qualities that characterize a true leader. Hardly any other area of ​​human life - apart from love - has been portrayed as passionately by historians as this one.

But what exactly are the characteristics that characterize a real leader? What is leadership quality really made up of? And what properties seem to be just part of it? Everything about leadership on CIO.de.

Leadership quality in history

In historiography we find the topic of leadership quality again, especially in connection with war. "Leaders" like Alexander the Great, Julius Caesar and Napoleon are shining examples of rapid expansion and expansion of one's own sphere of influence. For many, therefore, they are regarded as glorious examples of true leaders. They are often mentioned first in surveys, while personalities from the business sector such as Siemens, Krupp, Thyssen, Grundig, Iacocca or Ford are rarely mentioned.

But do these warlike personalities really deserve the status of "leadership personality"? Should your character traits serve as examples of good leadership quality?

It seems to be part of our warlike streak as humans that we admire great warriors and conquerors. Interestingly, the kings, emperors, presidents, and other personalities who made prosperity and peaceful coexistence possible for their peoples receive relatively little attention. From a Hollywood point of view, one could say that there is not enough story in her life.

  1. Start-up culture
    When it comes to start-ups, associations like young, hip, creative are easy to come up with. On the following pages you will find quotes from three perspectives: from a founder, a management consultant and a professor.
  2. Founder Nora Heer
    "Start-ups often have to be successful in a short period of time in order to prove themselves to others. This is only possible if the respective managers manage to motivate their employees and all consistently pull in the same direction," says Nora Heer, founder of the Start-Ups Loopline Systems.
  3. Adviser to Frederic Cuny
    For Frederic Cuny from the management of management consultant Kienbaum, leadership consists of two components, management and leadership. "Management is associated with process-oriented leadership behavior, with leadership the ability to motivate people for a joint undertaking," explains Cuny. "The first component of leadership is rather undesirable within the start-up scene, in fact, the second component tends to be over-themed. That is the contradiction!"
  4. Professor Thomas Schildhauer
    IEB director Schildhauer observes: “Everyone wants the smart young people!” This is why established companies could learn something from the start-ups.

Do executives have to treat their crew with the severity of how Captain Bligh of the Bounty did? Should they surpass Cicero in their eloquence? Do you need as much charisma as John F. Kennedy? Is as much violence necessary as Charlemagne used against the Saxons? Or is it better to be a second ghandi as a manager?

Anti-leadership skills

If one analyzes the great "leaders" of the past, some qualities emerge that are definitely not part of the real leadership qualities. One of them is hate speech, in which one incites one group of people against another and thus triggers destructive actions. Manipulation and fraud are also not leadership qualities, nor are destructive violence.

One can always tell the lack of leadership quality in a person in a managerial position in the long run by the fact that their actions create more chaos than order and the majority suffer as a result.

True leadership skills

In today's business practice, there are four main qualities that characterize a true leader. First of all, a leader has to have big goals or visions, something that drives them and that is also a starting point for motivation for their fellow campaigners.

  1. Digital transformation
    What does the digital transformation look like in practice and what effects does it have on management and corporate culture? The second part of a large-scale study by the University of St. Gallen (HSG) revolves around this question. Their institute for business informatics worked together with T-Systems Multimedia Solutions and the Federal Association of the Digital Economy. The results are documented under the title “Roles, Processes and Leadership in Digital Transformation”.
  2. Four ways
    The HSG outlines four options: either companies designate a CDO or a digital unit. The alternative is a staff that works apart from day-to-day business and outside of the line organization, or a company that is digitalized enough not to have to locate responsibility centrally. So far, however, this has been an ideal.
  3. New job profile
    One of the respondents said that companies need a manager with a special job profile who combines IT and strategy skills. Often, however, they are "expensive people who cannot be afforded".
  4. Adidas building "Pitch"
    The sporting goods manufacturer Adidas has built a new building called "Pitch". 300 employees test out how people want to work in the future.
  5. Working in the "pitch"
    Adidas has aligned the "Pitch" with new, airy workplace concepts that are intended to facilitate collaboration.
  6. Eating in the "pitch"
    Thanks to the large kitchen, nobody has to go hungry in the "pitch".