For a long time, entrepreneurs shied away from exposing individuals as "incarnate figures". Instead, they tended to pay homage to a "team-only philosophy" that tended towards a certain egalitarianism. In the meantime, a paradigm shift has taken place. It has been recognized that it is often precisely these individuals who drive companies forward through their actions. This is why managers like Elon Musk were suddenly accepted again. People who are often described as difficult to deal with on a personal level, but who are acknowledged to lead their companies (economically) successfully, which is why they are respected not only by shareholders but also by employees.

But what factors characterize such "leaders", who act as the engines of their companies or the divisions entrusted to them? This can be summarized in four points:

• They have a very strong willpower that radiates to others.
• They give priority to action.
• They are prepared to actively use the power they have been given to accelerate decision-making and action processes and ensure that goals are achieved.
• They have a "nose" for what is possible or just feasible and a sense of where development is heading.

Leaders know that they need loyal supporters

In contrast to the "captains of industry" of the past, however, today's leaders are not omnipotent autocrats. They have a different self-image. They know that they need fellow campaigners to bring about the necessary changes and processes that will lead their company to success. This results in a different relationship with employees.

Leaders initially assume that every employee brings skills and abilities to the organization that are important for achieving the company's goals - even if these differ depending on their function. They also accept that their employees have an advantage in terms of expertise in individual specialist areas and use their experience to achieve the (company) goals. They do not see their main task as controlling their employees, but rather leading and motivating them. And: they give them their share of success. In short: a leader is an "integrator and not a confrontational person" who also owns up to his mistakes and does not pass on responsibility to subordinate water carriers. Consequently, they do not leave their employees out in the cold when they make mistakes.

Leaders react proactively to change

Other skills are also required: Due to the increasingly diffuse environment in which companies operate, it is becoming increasingly difficult for their "captains" to gather all the information they need to make a sound decision. This is why a leader also needs a high tolerance for ambiguity regarding problems and goals. They must also have the necessary sensitivity to recognize even weak (change) signals in the corporate environment so that they can act proactively, because: A failure to make decisions often has more fatal consequences in day-to-day operations than a partial failure to make decisions, as a failure to make decisions often goes hand in hand with a failure to actively shape the future.

Leadership qualities for junior staff

Leadership skills are certainly more in demand in the upper echelons of companies than in the lower ones. But even in decentrally organized companies with flat hierarchies, leadership qualities are in demand at all management levels; above all, personalities who see themselves as designers rather than administrators.

Project managers must also have these skills, as they often have to integrate many interests and understand many points of view in their work because their project affects numerous areas and functional groups. In addition, they often need strong powers of persuasion so that other people follow them or their ideas, even though they are not their disciplinary superiors. In day-to-day operations, taking on (project) responsibility is often the ideal way to develop the leadership qualities required for taking on an exposed management position in junior (management) staff with the corresponding development potential. This should therefore also be a central element of all management development programs.

Barbara Liebermeister, IFIDZ

© IFIDZ

About the author:

Barbara Liebermeister heads the Institute for Leadership Culture in the Digital Age (IFIDZ), Wiesbaden(http://www.ifidz.de). Among other things, she is the author of the book "Die Führungskraft als Influencer: Wie man Mitarbeiter als Follower gewinnt". She also runs the two podcasts "Digital doesn't matter... What matters is YOU!" and "Business Secrets: Why women are liked and men are followed!"