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- Herausgeber: Campus Verlag
- Kategorie: Fachliteratur
- Sprache: Englisch
In this compact, punchy book, the renowned German leadership expert Reinhard K. Sprenger draws on decades of experience to distil his key findings. It provides managers at all levels and in all sectors with an indispensable compass in times of change, time pressure, and uncertainty. Sprenger argues that the art of leadership is to find a narrative that clearly identifies the dangers but helps us look to the future—a vision that makes the benefits of change emotionally tangible and gives us confidence that the best is yet to come. »Germany's only management guru who really deserves this title.« Financial Times
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Veröffentlichungsjahr: 2025
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Reinhard K. Sprenger
LEADING
The Quintessence
Translated by Joe Paul Kroll
Campus Verlag
Frankfurt/New York
About the book
In this compact, punchy book, the renowned German leadership expert Reinhard K. Sprenger draws on decades of experience to distil his key findings. It provides managers at all levels and in all sectors with an indispensable compass in times of change, time pressure, and uncertainty. Sprenger argues that the art of leadership is to find a narrative that clearly identifies the dangers but helps us look to the future—a vision that makes the benefits of change emotionally tangible and gives us confidence that the best is yet to come.»Germany's only management guru who really deserves this title.« Financial Times
Vita
Reinhard K. Sprenger is considered the doyen of German leadership experts. Born in Essen in 1953 and the holder of a doctorate in philosophy, he today lives in Winterthur, Switzerland and in Santa Fe, New Mexico. His best-known publications “Mythos Motivation,” “Prinzip Selbstverantwortung,” “Radikal führen” and “Das anständige Unternehmen” have permanently changed the way many managers understand leadership. He also reaches a large number of private readers with his work “Die Entscheidung liegt bei dir.” A bestselling author, Sprenger is known as a critical thinker and an emphatic advocate of fresh thinking and independent action.
Übersicht
Cover
Title
About the book
Vita
CONTENTS
Copyright notice
CONTENTS
0.
Leading — or, decisions must be made
1.
Leading Further — or, the road to the future
Ensuring survival
Leading to success
Disturbing
Leading from the future into the future
The Quintessence
2.
Leading People — or, why trust is the foundation
Performance partnerships
Trust
Decisions for a shared future
The Quintessence
3.
Leading Together — or, how team spirit is created
How to organize cooperation
How does team spirit grow?
The Quintessence
4.
Leading Out — or, living with crises
Balancing
The value of hierarchy
The Quintessence
5.
Leading To — or, how to make transformation succeed
Creating the willingness to change
Institutions before individuals
Decluttering before repairing
Outside before inside
Experimentation before planning
The Quintessence
6.
Leading Staff — or, a rule of thumb for practical purposes
Find the right people
Challenge them
Keep talking to them
Trust them
Pay well and pay fairly
Get out of the way
The Quintessence
7.
Leading Ourselves — or, the freedom we give ourselves
The Quintessence
8.
Leading to Completion — or, why nobody needs to be of one opinion
0. Leading
or, decisions must be made
We live in a time of economic, technological, and geopolitical turbulence, a time in which management as we think we know it is forced to recognize its limits. Once again, we need people who can lead.
I have put together the essentials for people seeking inspiration and looking to rethink their own leadership—without fads and fashionable moralizing.
“What can be said at all can be said clearly …”—thus begins a celebrated dictum by Ludwig Wittgenstein, the end of which instructs us to remain silent on all other matters. With the passage of time, I find myself less and less convinced by this. Clarity contains an element of looking away, which at some point is simply irresponsible. Experience suggests that things are unclear, ambiguous. But it also tells us that ambiguity calls for a decision to made—until it’s time for the next adjustment.
Now for the things that call for decisions.
1. Leading Further
or, the road to the future
If leading is the answer—what was the question? After all, do my subordinates really not know what to do? But leading seems to meet a need. What’s at stake here? It’s about the Future. In one form or another, leading is always oriented toward the future. That is the core of leading, its essence.
The future is not only unknown (it always has been) but increasingly uncertain. More and more, it defies calculations of probability. Hardly anybody saw 9/11 coming, the global financial crisis, Covid, the war in Ukraine, the explosive development of artificial intelligence.
Ensuring survival
Leading as we understand it here is therefore at heart care. Care is not to be confused with worry, though it does imply concern—concern for the future and concern for others. Both are ancient principles of human self-preservation. By looking ahead and taking precautions, leadership “takes care” of our ability to face the future. From this follows the purpose of leading, the key task of which is to ensure the organization’s survival.
