Tag: leadership

Posted on

Leadership art or craft

In an English translation of a book on leadership we read: “Leadership is an art of creating a world that others would love to be part of.” (Pinnow, 2011 p. vii and ch 3). “Kunst” in German translates as “art”, but also in the sense of craft (Kunsthandwerk). We have seen “art” leadership which consisted in change management more like window dressing or just showing off a nicer logo for an organization. The crafted leadership has a whole toolbox at its disposal from which to choose according to necessities. Gardening maybe considered similar to leadership and management. You may create a piece of art that others would love to be part of, but you need craftsmanship, water management skills to nurture nature. 

Gardening skills and water management 2026 Berlin

Posted on

Philosophy in consulting

What has consulting to do with philosophy? How much philosophy in consulting? If we think of business consulting, there is very little philosophy in most of it. Some ethical considerations might enter the consulting with respect to mass lay-offs, ethical considerations in supply chains or handling waste. The philosophy of consulting, however, deals with one of the oldest philosophical practices (Stegmaier 1993). Since Plato and Socrates the dialogue of persons is at the foundation of philosophy. Throughout the history of philosophy the dialogue as the basis of exchanging ideas and controversies can be regarded as a philosophical practice particularly if it deals with topics beyond daily concerns. The consulting by philosophers has taken the form of speeches as well as book publications. Marc Aurel or Montaigne have written famous accounts of their consulting advice to political leaders. Rousseau for education or Kuhn for science have been influential with their philosophy intended as consulting beyond the inter-individual, dialogue-oriented form. The dialogue with a reader used to be rather exclusive until the invention of the printed press. Apelt introduced the “ethics of discourse” followed by a theory of communicative action (Habermas). Even modern governance structures “incorporate” committees as institutionalized consulting to advice with multiple and at best diverse perspectives as guidelines to persons in leadership positions. In order to counterbalance individual leadership of prime ministers, judges or university presidents, institutionalized internal consulting has been implemented (Stegmaier 1993). Consulting resistant leaders probably had some of the worst fates if we think of Julius Caesar. Seeking advice is only one side of the coin. Giving advice is the other one. Now we leave the “why” of philosophy in consulting and move to the questions of “what” and “how” to consult.

Paris start-up 2026 Station

Posted on

Productive organizational energy

Productive organizational energy is more than the sum of individual efforts. Only if you manage to align the productivity of all employees and managers towards the same objectives, you are likely to reap the full benefits of productive organizational energy. The scientific literature is quite clear in this regard. The authors Vogel, Raes and Bruch (2026) highlighted the need to investigate current as well as anticipated Productive organizational energy using a tool called the “energy pattern explorer”. Through the repeated measurement it is possible to learn about trajectories which can be related to leadership styles, external and internal influences as well as to evaluate detailed leadership activities in more detail. Once in office, many leaders no longer deem it necessary to check or evaluate their decision-making processes, although the baseline measures should be taken at that time or before departure of the previous chief executive. About time to take productive organizational energy seriously to mobilize the energy of the many rather than the usual one man show.

Posted on

UN General Secretary

The questioning of candidates for the position of UN general secretary in 2026-7 has revealed  a fundamental difference in the understanding of the role to be played by any General Secretary. Do you want a SG to be more of a General or more like a Secretary? In other words, do you abide by the idea to have a person in leadership position to rely and lead in a strictly hierarchical manner or do you choose a person that understands leadership as a service to the constituent bodies or membership organizations. There seems to be a predilection for the former rather than the latter leadership profile. However, 21st century has a chance to break with the erroneous paths, choices and missed opportunities. … “when will we ever learn”.

Posted on

Realist Democracy

2000 years after the “invention” of and first attempts to develop a theory of democracy, we have come round to seriously think about “a realist theory of democracy” (Achen & Bartels, 2016). The ideals formulated in constitutions deviate sometimes substantially from the practice. Therefore, we have courts, (ideally) independent judiciaries, journalists and scientists. All these well-established safe-guards to ensure well-functioning democratic structures continue to be challenged. In each democratic country we can cite “derailing” of political leaders that try to bypass democratic institutions. The latest example in 2026 is the Mayor of Berlin Kai Wegner. He deceived, some claim he lied, repeatedly before his own party base refuted him as their representative when lies were uncovered. There have been several other politicians who have covered up his misinformation of the public about his handling of an urgency, which affected 100.000 people sitting without electricity during winter days. It took 6 months to uncover the truth about the handling of the crisis. However, eventually the truth and the lying to the media and the public became uncovered. The merit of this occurrence in Berlin is the hope that democratic ideals can be upheld even in rather hierarchic organizations and so-called head-fast leadership.

Posted on

Time in Leadership

We identified already the importance of monitoring in democracies. The same theoretical considerations hold for an analysis of leadership irrespective of the organizational context, be it a government, governmental organization, non-governmental organization, association or private enterprise. In democracies, it is in most cases a constitutional rule that leadership positions are limited in time and it is “best practice” to have clear rules about renewable terms of office as well.
In private enterprises this seems to be of lesser importance, but the issue deserves more close scrutiny, not only by shareholders in case of a shared ownership or stocks. A particular person in the leadership position might be a good match for a company at times of growth or scaling of a start-up, but the same leadership is less likely to be an equally good match for the period of eventual stagnation or shrinkage.
Therefore, as an alternative hypothesis it might be wise to adopt leadership rules similar to filling leadership positions with politicians. Fixed-term and 1 renewal could be worth testing at the leadership level (like in presidential republics, USA or France), even if this does not preclude close monitoring of leadership processes. As a starting point for empirical research, Vogel, Raes, Bruch (2022) offer a toolkit to assess organizational energy and leadership trajectories. Learning from democracies as well as democratic procedures might be a worthwhile leadership model to follow. (Image: ceiling painting in chateau  Vaux le Vicomte)

Posted on

Foul-smelling dictatorship

The animal world is full of interesting strategies of how to turn over a foul-smelling ruler or dictatorship. The ant queen of “lasius orientalis” infiltrates a colony of “lavius flavus” to spray the incumbent queen with a foul-smelling substance which turns the worker ants against their own queen and eventually kills the queen. This is a rather intelligent strategy to trick the defense system of rival colonies and prepare a takeover of a whole colony to install your own reign.
This may constitute a stark warning for democracies just as much as a threat to persistent dictatorships. In the age of the not so social media there is a lot of foul-smells produced. Beware of the risks to democracy as open societies are much easier to infiltrate than closed societies or dictatorships. (Link)

Posted on

Unity is key

The choice of the motto “In illo uno unum” by the new Pope Leo XIV of the catholic church in 2025  highlights his choice to devote his efforts to the unity of all christian churches on earth. This is a centuries old dream of the diversified interpretations and practices within the christian beliefs and traditions. The inaugural sermon of a Pope therefore takes the form of a high stakes announcement for the coming years (Link). The next document from Leo XIV speaks to the importance to preserve the earth as the creation of God with all its diversity as a whole as well as in its parts. We might translate this back into “In illa uno unum”, where in illa stands for the earth, as a female and nature-turned version of the Pope’s chosen Motto. The choice of the tradition of Popes named Leo, like Leo XIII previously was another matter of signalling to his followers that he is firmly embedded into the Augustine tradition of Christian beliefs and traditions and practice. A concern for unity is necessarily bound to bring together peoples from all corners of the planet on the foundation of equality and a sharing and preservation of the riches of the world. (Image in Brussels, Joachim Pecci as ambassador of Vatican in Belgium before he became Pope Leo XIII). 

Posted on

Marc Aurel Advice

The study of Marc Aurel’s Meditations offers advice on how to conduct one’s private and public life. The role as advisor or teacher is an important part of his writings, albeit quite indirect. In going back to Book 1 and his acknowledgements of his own advisors, teachers and good examples indicate the motivation and intention to write down his meditations. “People exist for one another. You can instruct, or endure, them” (Book 8, paragraph 59, see also Barrientos 2020). Marc Aurel does not shrug away from the treatment of general concepts of humanity like justice. In his view “… justice entails the exercise of wisdom, kindness, and fairness in our relationships with others both individually and collectively.” This includes already tolerance as a part of justice as in Book 4 paragraph 2, according to Robertson (2020). The idealistic view of humanity, following Platon’s philosophy and other Stoic authors, still serves as a benchmark against which many leaders are measured today (compare Le Monde 2025-9-25 p. 26).

Posted on

Marc Aurel Book 12

The closing book of Marc Aurel’s Meditations is taking issue with his own posterity. As a guideline for others, he formulated the claim not to care so much more about the opinions of others, but to stand by own reasoning and trust in one’s own opinion. “I have ofetn wondered how it is that everyone loves himself more than anyone else, but rates his own judgement of himself below that of others. … So it is that we have more respect for what our neighbours will think of us than we have for ourselves.” (Paragraph 4, Penguin Classics).
Of course, in the age of “philosophy as discourse” (Habermas), we are used to criticism of books and their authors. For the emperor philosopher this was less obvious, albeit the Socratic tradition of exchanges between teachers and their scholars was a kind of precursor of 20th century philosophy.
His writings in ancient Greek, however, remained little known and debated until its first Latin publication. Ever since, it has been a prominent work on ethics and leadership. The exhibition in Trier featured the copy of Helmut Schmidt, as the long reach of stoic writings on virtues and leadership.
(Image: Stadtmuseum Trier, Model of Villa in Welschbillig)