The Collegial Leadership Model E-Book

Claudia Schröder

• Herausgeber: Books on Demand
• Kategorie: Fachliteratur
• Sprache: Englisch
• Veröffentlichungsjahr: 2020

Seitenzahl: 23

Beschreibung

The collegial model of organisational development is an evolutionary approach which - in contrast to other processes of change - may nevertheless have revolutionary effects. The model comprises numerous incremental small-step alternatives to abrupt, wholesale change in the organisation of ledership, which are attuned to a business' culture, termporal circumstances and the needs of colleagues. IN THIS BOOK we would like to give an overview about the six important elements.

Leseprobe

Be excellent to each other

Chaos Computer Club

In this book

we would like to describe

the following six basic

elements in more detail:

The

PROFESSIONAL SYSTEMIC-INTEGRAL BEHAVIOUR

of external consultants who support the company and the willingness of the client to adapt them.

A SMALL-STEP APPROACH

that is geared to the potential tempo of change within the organisation and that can coexist with existing management systems on a transitional or permanent basis rather than abruptly replacing such systems in their entirety.

COLLEGIAL LEADERSHIP

, i.e. distributed leadership based on the

PULL-PRINCIPLE

, instead of change stipulated from above according to the push-principle.

DIALOGICAL PROCESS DEVELOPMENT

with various moderated communication and dialogue formats that facilitate a feedback culture in which consultants act as learning guides.

A CLEAR FRAMEWORK

that unambiguously differentiates between the collegial framework and non-challengeable leadership responsibilities.

CLEAR INITIAL INTERNAL STRUCTURE AND PROCESS GUIDELINES

which enable colleagues to get started on self-organisation immediately without being overwhelmed by ill-defined and entirely open-ended aims which also require extensive training.

CONTENT

A PROFESSIONAL SYSTEMIC-INTEGRAL ATTITUDE

MOVING FORWARD AND EXPLORING STEP BY STEP

COLLEGIALLY DISTRIBUTED AND PULLING LEADERSHIP

DIALOGICAL PROCESS DEVELOPMENT

CLEAR FRAMEWORK CONDITIONS

CLEAR INTERNAL STRUCTURE AND PROCESS SPECIFICATIONS AT THE START

ABOUT THE AUTHORS

content: Bernd Oestereich & Claudia Schröder / Sketchnote: Heike Heeg

1

A PROFESSIONAL SYSTEMIC-INTEGRAL ATTITUDE

We understand attitude as being a specific inner breakpoint consisting of values, insights, thought patterns and emotional patterns in a concrete context that guides our behaviour. An attitude is therefore not merely a conviction or personal bias - it is observable in the individual life process, i.e. in a person’s actions, objectives, statements and judgements. It is a bridge between internalised theory and emotional patterns to practice and ability. Attitudes can be learned and are therefore also part of professional personality development in a work context.

THE RELATIONSHIP WITH THE CLIENT IN THE CONTEXT OF A PROFESSIONAL ATTITUDE

As a rule, the client and the members of the organisation do not yet have the desired attitude: if they did, they would not need our support as learning guide or consultants. A new attitude is therefore not the prerequisite for agile organisational development but its outcome. The client and it’s organisational members may have knowledge of agile and collegial values and possibly also of individual experiences. However, they do not usually yet have the attitude in the shape of certain values, insights, thought and feeling patterns which would give the stakeholders support and safety in their actions.