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Leadership effective learning

The study sheds light on the role supervisors and leaders play in leadership development and shows which is the best place to build critical leadership skills.

Self-awareness instead of teaching concepts

Nowadays, the focus on one’s own person can no longer be achieved only through classic methods such as lectures, courses or books, but must take place in an experience-led manner.

The nextleader does not lead alone

Often, you can’t shake the feeling that managers are expected to fulfill an incredible number of roles and tasks at the same time. This makes it all the more important for the nextleader to get to grips with his team and also use it for his leadership tasks. Either the nextleader succeeds in being the eierlegende Wollmilchsau, or he lets leadership tasks be solved by a dynamic and interactive influencing process in the team. In today’s article, you will find out which requirements must be met.

The nextleader leads healthy – himself and others

Can managers and their leadership behavior be the cause of increased sick days and conspicuous absenteeism? Can leadership actually make people sick? Yes, it can. Managers have a significant impact on maintaining and promoting the mental health of their employees. And mental health in turn affects physical health. A large number of studies prove the connection between leadership and employee health. Employees who receive little support from their supervisors suffer more from neck and shoulder complaints as well as cardiovascular diseases. Employees who receive support from their supervisors, on the other hand, are more stress-resistant and their mood is significantly less affected. Studies have also shown that social support from the next level up, increases job satisfaction. Irritability, work-related anxiety, and fatigue depression are less common among employees who feel socially supported. They have higher self-esteem and exhibit more significant life satisfaction.

Accordingly, the nextleader should do one thing above all: lead healthily and, with his personal leadership style, make a contribution to keeping his own employees mentally and physically healthy.

The nextleader 25 years ago

What did nextleader look like 25 years ago? In a guest article, Dr. Winfried Felser summarizes his own experience, which he made in a small village in Spain in Lab 2000 in 1991. While it may not have seemed particularly exciting at first glance, even then there was the nextleader who won the hearts of his team, was authentic, created a sense of “we” through shared purpose, empowered new leaders and fostered autonomy, all while pursuing and achieving clear goals. Of course, the world has changed in the last quarter century, and yet these aspects are still just as relevant to leadership today, finding new application in the context of digitalization, the network economy, and other values.

The nextleader wins through trust

Far too often, executives still live by the motto “trust is good, control is better.” This completely overlooks the need to build trust in the leader-employee relationship in our dynamic and complex world. In today’s article, you can read how the interplay of integrity and trust makes it possible to build a trusting relationship.

The nextleader is developed, not born

Future leadership development must be personalized, self-organized and emotionally anchored. This requires a new understanding of “learning” and skills development.

The nextleader looks at 4 angles

The #nextleader masters the keyboard of people, business, change and self. In the future, leadership will operate in these areas of tension, and managers must achieve a balance in all areas. Our contribution today shows how this can succeed and what leadership must focus on in the future.

The nextleader is a leader for the own self

Many managers have the company and their employees well in mind, but forget themselves and often lose the balance. This is not only about topics such as personal time and goal management, but also about forgetting one’s own values and sensitivities. Read our article to find out which personal dimensions the #nextleader should pay attention to in order to stay in balance and be able to realize the hoped-for potential.

The nextleader supports the orientation movement of its employees

How does the #nextleader manage to bring both interest groups together in the area of tension between the company and the employee – especially when employees are demanding more and more independence and personal development instead of seeing the company’s interests? Read our article to find out why it will be important in the future not only to provide orientation, but to actively support employees’ orientation efforts.