Lead from below

from Wikipedia, the free encyclopedia

Performing below (also "Take clothes from below") means the conscious, overt or subtle, targeted influence of employees to their superiors . While the presentation of leadership styles tends to take the perspective of managers , “leadership from below” supplements this with the perspective of employees who are hierarchically subordinate to a superior. In order to orient employees with regard to their own attitude, the concept forms the complementary counterpart that superiors who want to practice a cooperative management style are dependent on .

The concept is also discussed under “ Cheffing ” as a way of dealing with the workforce and superiors in the field of print media, but should not be confused with “Bossing”, a variant of bullying between superiors and their subordinates. As a striking catchphrase, this term for “leading from below” only exists in the German-speaking area. English-speaking experts tend to speak of “managing the boss”.

Management from below / bossing can take place in open dialogue with superiors - and must then be distinguished from attempted manipulation . It has a constructive effect, above all, when superiors allow their subordinates to exert influence.

Starting position

Change holder portfolio according to Herzlieb / Ulrich 2005

Fredmund Malik realized as early as 1995 that it is necessary, but far more difficult to lead from the bottom up than from the top down, and asks how you can manage your boss. Martin Wehrle (2006) observes in his work as a management consultant that the best organizational consultants are often their own employees. Like Wehrle, Sabine Thienel describes in a magazine article that communication problems between employees and superiors are more the rule than the exception.

Heinz-Jürgen Herzlieb and Friedrich Ulrich (2005) identify three different attitudes with which employees often encounter their situation when they cannot solve problems in completing their tasks without their superiors or when they want to get involved again and again not feel heard:

  • The victim attitude: There are innumerable reasons that justify the unsatisfactory professional situation and are given as the reason why nothing can be changed about it.
  • The blender strategy : Warning signals are downplayed, with the feeling: "Everything is not eaten as hot as it is cooked". Failure is played down or even sold as success under a positive sign.
  • The entrepreneurial strategy: Problems and difficulties are consciously perceived and subjected to a neutral analysis. If the problem cannot be solved (depending on a supervisor), there are two further options:
  1. Perseverance: The person concerned tries not to get emotionally entangled in the problem, but to adopt a neutral stance without struggling to be able to direct his energies into other areas of his mission.
  2. Leave the situation: A search is made for another area of ​​work, either internally or outside of the company.

Employees who leave the responsibility for the resulting professional dissatisfaction with their superiors alone, surrender themselves to the situation helplessly and thus get under far greater stress than when they try to take the situation into their own hands and change it positively, notes Wehrle. Herzlieb therefore suggests employees who want to take the last of the above and the only constructive option to become aware of their situation and develop a clear strategy in which they take an active role.

commitment

Since leading people is always a relationship process, the sides of both parties involved must be taken into account when using a management method.

However, most managers have not learned to exert a leadership role in their education, notes Wehrle and concludes further that you look at when driving with power and authority instead of Motivation counter instead with creating worker; "Subordinates" in the literal sense. According to him, some superiors orient themselves more towards the competition than accepting suggestions for improvement from their own employees or, if they are successful, also selling them as their own work.

Those who are neither over- nor under-challenged in their work can get into the so-called "flow" - they get absorbed in the activity while the motivation is maintained or even increases.

He also notes that high-performing or experienced long-standing employees are reluctant to be promoted by their superiors because they would then have to forego their good work. Also in order to prevent unrest among other colleagues, “an outside solution” is often sought for management positions and an external applicant is hired in a management position. In many companies, personnel development would rather consist of making bad employees less bad than promoting good ones. While innovative lateral thinking is often desired in mission statements , in reality this is often feared because it is usually associated with rough edges, which creates mistrust, the consultant and salary coach outlines the situation with vacancies and promotions in companies.

In fact, a study carried out at IBM in 1998 revealed which criteria favor a promotion: The quality of the work has a 10% effect, the image of an employee in the company contributes 30% and 60% how well he could draw the supervisor's attention to himself.

But motivation through conveying material security, as was possible years ago with reference to Maslow's hierarchy of needs , is now too little for many employees. Much more important has become self-realization in the job.

Wehrle states that most salaried professionals want to become happy through their work, in that they receive confirmation through their work on the task or assignment, through which they come into a flow that increases their performance, which is in the interests of the company, respectively the superior is.

Against this background, leadership from below represents the influence of a specific superior, also, but not only, without their mandate (through initiation by the employees themselves).

Strategies

Where “leadership from below” is to be located with regard to the legitimacy of the applied power or the influence in the area of ​​leadership strategies is a matter of dispute among experts. While Astrid Emmerich confirms in her dissertation at the Department of Economics at the Free University of Berlin (2001) that leadership never exists independently of those involved, she sees a difference to officially used control elements such as " empowerment " or " Leading through goals ".

On the other hand, according to Hans-Werner Bierhoff (2006), “leadership from below” as an officially implemented strategy in the development of lean organizations is of great importance, especially for the purpose of decentralizing and reducing corporate structures. The ability to lead from below can play an increasingly important role in the selection of applicants to fill vacancies.

Strategies of influencing leadership from below can be directive (by putting pressure on the superior), discursive (by convincing them), but in a subtle form also consist of ingratiation or the involvement of higher-level authorities. Employees are encouraged to take part in the company through the introduction of a suggestion system or material incentives in the sense of participation, explains Bierhoff.

Informal use

Strategies that serve to overcome hierarchical limitations are suspected by critics, such as the psychologist Julia Raddatz, to have a subversive effect because they are beyond the control of the superiors - especially since they are initiated by the employees and used informally.

Rules of the game and corporate culture

Herzlieb, on the other hand, suggests from lower-level employees to first get to know the corporate culture , its principles (the "style" - also with regard to unwritten rules), the corporate philosophy (including its interpretability or inconsistencies) and management guidelines . After careful observation of the prevailing (also informal) rules of the game, according to his recommendation, possibilities can be sought to change these in the sense of the corporate goal, provided that they conflict with one's own commitment. So that big innovations don't create fears and thus resistance, it makes sense to start with small changes first, whereby it is helpful to ask yourself which rule of the game you find the most disturbing.

Of course, great sensitivity remains necessary, emphasize other advisors on the subject in popular scientific newspaper articles. It also makes sense to show solidarity with colleagues who are also unhappy with existing rules.

Dealing with conflicts and problems

Herzlieb's suggestion that conflicts can best be resolved when employees can think cooperatively ( i.e. protect the interests of both sides) seems almost banal . However, he points out that it is important to first consider who is having the conflict with whom (whether only one of the parties involved or both are aware of the problem together). Those who can then empathize with their superiors in order to accept their leadership behavior, but without giving up their own positions, are able to think entrepreneurially and actively shape their situation. According to Herzlieb, recurring problems can, however, be an indication of an underlying fundamental problem that should be addressed.

Conscious handling of your own personality

Analogous to the instructions given to managers in communication seminars, employees who want to lead from below must also communicate as consciously as possible and get to know their own behavior well in order to be able to control it correctly with their superiors. Herzlieb's recommendation is that anyone who has researched this with the help of personality tests can use their strengths actively and as balanced as possible. To find out how one affects others, a look into the Johari window - a method from the field of social psychology - could be instructive.

Behaviors that are constructive for every relationship also prove to be particularly useful for professional contexts and thus for leading from below. Ultimately, these are the same communication strategies that managers use themselves or that are taught in seminars on self-development.

Open, legitimate commitment

The open use of “leadership from below” mentioned by Bierhoff (see above) is always in demand wherever employees are officially asked to have a say in the use of management tools by their superiors or where this is required in the course of their everyday work is. The following can be named as an example:

Feedback

An important ability is to give feedback to your counterpart (whereby a corresponding culture in the company certainly facilitates this) in order to make critical situations transparent and also to praise your counterpart, Herzlieb notes, which is supported by a quote at Wehrle: " Above all, inadequate leadership and a lack of feedback cause incompetence in the professional world and are primarily responsible for poor performance. "(Gilbert, Thomas F. 1978)

Herzlieb suggests a few rules that should be followed in terms of conducting a conversation if you want to give feedback , such as:

  • Creating an undisturbed atmosphere,
  • Four eyes situation,
  • inner readiness of the other person (e.g. no time pressure),
  • hierarchy-free atmosphere (better in a meeting corner than across a desk),
  • no confrontational sitting position, but a 90 ° angle to the conversation partner,
  • correct timing (do not act out of your own annoyance, but sleep over it first),
  • However, do not wait too long (the temporal context of the content of the conversation should not be lost),
  • formulate positively,
  • let your own negligence or parts of the problem flow critically but calmly,
  • Orientation towards the personality of the other person (how much feedback can it take in?),
  • address only a few issues so that the other person does not see himself "in the dock".

Because getting feedback always includes critical parts, many find it difficult to get feedback or to accept it. In any case, it is disadvantageous to start a discussion about the content of a feedback. It is more important (also according to Herzlieb / Ulrich 2005)

  • to listen carefully,
  • open questions to explain unclear aspects,
  • Thank you and emphasize that the feedback is important to you,
  • Express understanding,
  • no justification discussions (feedback describes the effect on others - which has already taken place!),
  • do not complain if the form and structure of the feedback does not correspond to the rules of feedback,
  • consider whether some consequences can already be guaranteed - but not too many promises either!
  • Take responsibility for the conclusions that can be drawn from feedback, but note that all feedback is also subjective.

Target agreement discussions

Since one of the most important management instruments in many companies is the target agreement discussion , the overall strategy of managing a company accordingly ( Management by Objectives ) should be understood by employees, Herzlieb recommends. Influence on one's own everyday work in order to increase possibilities is in the right place here, whereby it must first be learned how important goal orientation is in the company. In the conversation, it is relevant that the target agreement is documented as specifically as possible.

Active or passive influence is made easier by thorough preparation for the target agreement meeting. On the other hand, in order to be able to lead, employees have to find the courage to reject goals, measurement criteria and strategies that are proposed to them if they do not see correspondence with the operational goals or have no inner conviction.

Daily activity

Because employee management takes place permanently, employees can always - by dealing with management - influence their superiors, as Herzlieb / Ulrich further explain:

  • Above all, this is done by employees pushing for clarity when issuing work orders (i.e. inquiries if necessary), and actively trying to ensure that they get the information they need to fully understand their task. If information is repeatedly carried off by the superior, this should be pointed out to him through feedback (see above). In the case of information that could help to a more comprehensive understanding of the work order, even if it exceeds the own order, the repeated signaling of one's own interest serves to show that one wants to understand the overall situation of the company. Only if the employee knows what his supervisor wants from him can he perform his job correctly - but he shouldn't expect clairvoyant skills from his boss, says Martin Wehrle, and the boss not from him.
  • At Herzlieb, self-control is also relevant to determine whether the order or the agreed quality (also taking external factors into account) is achieved before the superior checks himself. If there is a risk that a goal will not be achieved, the line manager should be informed. In this way, the employee would move from a subordinate to a more confident role.
  • On their own critical faculties should be taken (see Feedback), which should be even with to petty criticism pointed out.
  • Employees should also contribute to efficient communication , which affects its clarity and unambiguity as well as the speed with which it is distributed. Employees should also actively contribute to the quality of meetings, Herzlieb lists behavior that should be a matter of course in everyday working life.

effect

The orientation to concepts of leadership from below can serve employees to develop a strategy in times of increased work density and cost pressure to actively shape their own area of ​​responsibility. According to Herzlieb, employees who really want to change their professional situation have to concretize their wish into a vision - an idea from which they can derive tangible goals as possible (as with target agreements - see above). The activities that lead to these goals should be specifically described so that they can be worked through. It is wrong to want to change too much at once; it is better to tackle individual points that cost little effort and are of great benefit to the supervisor and the employee. It would be ideal if these goals can be reflected on in conversation with others.

Supervisors are encouraged to give their employees' suggestions a greater hearing, so that employees feel less at the mercy of their bosses. The back delegation of real responsibility leads to an increase in employee engagement . Herzlieb sees the superiors increasingly becoming coaches who strengthen their employees' personal and shared responsibility and decision-making. In addition, they receive feedback that they often lack, Wehrle notes, which ultimately benefits the company.

The concept is recommended as a coping strategy, especially for managers in the sandwich position (between basic employees and superiors) . However, accepting or even consciously allowing leadership from below also requires a reflection on the self-image of managers and can therefore also be filled with fears.

Companies that motivate their employees to lead from below reduce the risk of confronting increasing complexity with more and more regulations and thus increased complexity, in which employees can take on more skills. In addition to the increase in motivation, the organizational structure is becoming more innovative, leaner and more efficient, explains management consultant Dr. Strathausen in a seminar at the University of Economics and Technology in Berlin.

criticism

The concept is controversial among management trainers, as the management of a superior by the employees can also be interpreted as weakness in leadership or decision-making. As soon as this is noticed by a supervisor, he should take action and take countermeasures, advise critics.

However, if leadership is understood as a function within the framework of a company goal, “leadership from below” / “bossing” can be very constructive for companies; the same mechanisms are used and approved by employees as recommended to managers. The term " manipulation " seems inappropriate at the eye level that has arisen if it does not serve to dismantle the superior or to oust him from his position, but to be actively guided (and help shape this) instead of being guided passively ( without identification with the corporate goal).

A style of handling by superiors who see their employees as co-entrepreneurs who are jointly responsible for achieving the company's goals leads to an increase in the sense of responsibility. A model of comprehensive transparency can be to consciously train employees in corporate management and business administration (and to disclose the books - open book management ) so that they can better understand and support the behavior and decisions of their superiors.

See also

literature

  • Reinhold Haller : Compact staff management . Basics, practical tips, tools. Midas Verlag AG, 2009. ISBN 978-3-907-10031-8 (Section 4.9 - Guidance from below )
  • Bierhoff, Hans-Werner: Social Psychology: A Textbook. W. Kohlhammer Verlag, (6th edition) Stuttgart 2006, ISBN 3-17-018842-9 , p. 469ff
  • Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044
  • Emmerich, Astrid: Leadership from below: Concept, context and process. Deutscher Universitätsverlag GmbH, Wiesbaden 2001, ISBN 3824475421

Web links

  • Rheinische Post , “Leading superiors: Ten tips for bossing” (as of March 8, 2015).
  • Frankfurter Rundschau , "Even employees can lead bosses" (as of March 8, 2015)
  • Karriere.de , Rettig, Daniel: "How to tame your boss" (as of March 8, 2015)
  • Hamburger Abendblatt , Herwig, Marc: "'Cheffing': How employees lead their bosses" (as of March 8, 2015)
  • Unternehmer.de , Raddaz, Julia: "Cheffing - When employees lead their boss" (as of March 8, 2015)
  • Video summary of a lecture on April 11, 2012 at the University of Economics and Technology (HRW) Berlin: Dr. Strathausen: "Guided tour from below" (as of March 29, 2015)

Individual evidence

  1. ↑ Homepage Personalmanagement.Info , definition according to Lexikon des Personalmanagements, 2nd edition DTV-Beck 2002. (Status: March 29, 2015).
  2. ↑ Bierhoff, Hans-Werner: Social Psychology: A Textbook. W. Kohlhammer Verlag, (6th edition) Stuttgart 2006, ISBN 3-17-018842-9 , p. 469
  3. ↑ a b Homepage Monster.de , Gertz, Winfried: "Cheffing - This is how you lead your boss" (as of March 25, 2015).
  4. ^ Homepage "Die Welt" , Herwig, Marc: "Guidance from below", article from November 24, 2012 (as of March 25, 2015).
  5. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , p. 3
  6. ↑ Süddeutsche Zeitung: "How do you lead your boss?", Article from May 21, 2010, 2:53 p.m. (as of March 11, 2015)
  7. ↑ Homepage JSTOR - Journals, primary sources, and now BOOKS , Wunderer, Rolf: "Managing the boss - leadership from below" in: Zeitschrift für Personalforschung / German Journal of Research in Human Resource Management © 1992, Rainer Hampp Verlag, 6th year ., H. 3, 1992, (as of March 26, 1995).
  8. ↑ Frankfurter Rundschau , "Even employees can lead bosses" (as of March 8, 2015).
  9. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , p. 7
  10. ↑ Download ( Memento of the original from April 10, 2015 in the Internet Archive ) Info: The archive link was inserted automatically and has not yet been checked. Please check the original and archive link according to the instructions and then remove this notice. , Malik, Fredmund: How do you actually manage your boss? March 1995 (as of March 26, 2015). @1@ 2Template: Webachiv / IABot / www.malik-management.com
  11. ↑ Wehrle, Martin: The enemy in my office: the big and small errors between boss and employee, Econ Verlag, Berlin, 2006 (2nd edition), ISBN 3430195438 , p. 33
  12. ↑ a b Focus-Money , Thienel, Sabine: "Manage your boss" from May 23, 2001 (as of March 26, 2015).
  13. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , p. 20
  14. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , p. 23
  15. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , pp. 24-28.
  16. ↑ Wehrle, Martin: The enemy in my office: the big and small errors between boss and employee, Econ Verlag, Berlin, 2006 (2nd edition), ISBN 3430195438 , pp. 120f
  17. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , pp. 29-33.
  18. ↑ Spiegel Online van Bebber, Frank: Guided tour from below: How the doctoral student steers his professor (as of March 29, 2015)
  19. ^ Wehrle, Martin: The enemy in my office: the big and small mistakes between boss and employee, Econ Verlag, Berlin, 2006 (2nd edition), ISBN 3430195438 , p. 96
  20. ^ Wehrle, Martin: The enemy in my office: the big and small mistakes between boss and employee, Econ Verlag, Berlin, 2006 (2nd edition), ISBN 3430195438 , p. 100
  21. ↑ Wehrle, Martin: The enemy in my office: the big and small errors between boss and employee, Econ Verlag, Berlin, 2006 (2nd edition), ISBN 3430195438 , p. 108
  22. ^ Wehrle, Martin: The enemy in my office: the big and small errors between boss and employee, Econ Verlag, Berlin, 2006 (2nd edition), ISBN 3430195438 , pp. 131-133.
  23. ↑ Wehrle, Martin: The enemy in my office: the big and small errors between boss and employee, Econ Verlag, Berlin, 2006 (2nd edition), ISBN 3430195438 , p. 135
  24. ↑ Asgodom, Sabine: Eigenlob Stektiven, Econ Verlag GmbH, Düsseldorf 1998 (4th edition), ISBN 3-430-11086-6 , p. 9
  25. ↑ Wehrle, Martin: The enemy in my office: the big and small errors between boss and employee, Econ Verlag, Berlin, 2006 (2nd edition), ISBN 3430195438 , pp. 116–118.
  26. ↑ Wehrle, Martin: The enemy in my office: the big and small errors between boss and employee, Econ Verlag, Berlin, 2006 (2nd edition), ISBN 3430195438 , pp. 86-88.
  27. ↑ Emmerich, Astrid: Leadership from below: Concept, context and process. Deutscher Universitätsverlag GmbH, Wiesbaden 2001, ISBN 3824475421 , p. 46ff
  28. ↑ Gronenberg, Ramona: Aspects of personal leadership in organizations: interaction and exchange within leadership relationships and their influence on job satisfaction. Diplomica Verlag GmbH, (printing and binding: Books on Demand GmbH) Norderstedt 2004, ISBN 3838691512 , p. 11.
  29. ↑ Emmerich, Astrid: Leadership from below: Concept, context and process. Deutscher Universitätsverlag GmbH, Wiesbaden 2001, ISBN 3824475421 , p. 50
  30. ↑ Emmerich, Astrid: Leadership from below: Concept, context and process. Deutscher Universitätsverlag GmbH, Wiesbaden 2001, ISBN 3824475421 , p. 44
  31. ↑ Emmerich, Astrid: Leadership from below: Concept, context and process. Deutscher Universitätsverlag GmbH, Wiesbaden 2001, ISBN 3824475421 , p. 43
  32. ↑ a b Bierhoff, Hans-Werner: Social Psychology: A Textbook. W. Kohlhammer Verlag, (6th edition) Stuttgart 2006, ISBN 3-17-018842-9 , p. 483f
  33. ↑ a b Homepage Business-Wissen , Raddatz, Julia: When employees lead their boss. (Status: Sep. 24, 2015)
  34. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , pp. 41-49.
  35. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , pp. 51-55.
  36. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , pp. 179-189.
  37. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , pp. 147-159.
  38. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , pp. 59-68.
  39. ↑ Gilbert, Thomas F.: "Human Competence", McGraw-Hill, 1978 (English), quoted from: Wehrle, Martin: The enemy in my office: the big and small errors between boss and employee, Econ Verlag, Berlin, 2006 (2nd edition), ISBN 3430195438 , p. 220
  40. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , pp. 71f
  41. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , pp. 74f
  42. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , pp. 79-89.
  43. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , p. 91
  44. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , p. 139
  45. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , pp. 139-142.
  46. ^ Wehrle, Martin: The enemy in my office: the big and small errors between boss and employee, Econ Verlag, Berlin, 2006 (2nd edition), ISBN 3430195438 , p. 220
  47. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , p. 143
  48. ^ A b Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , p. 144
  49. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , pp. 145 f.
  50. ↑ Herzlieb, Heinz-Jürgen / Ulrich, Friedrich: Cheffing - leading from below. Cornelsen Verlag Scriptor GmbH & Co KG, Berlin 2005 (2nd edition), ISBN 3411864044 , p. 4 f.
  51. ↑ Wehrle, Martin: The enemy in my office: the big and small errors between boss and employee, Econ Verlag, Berlin, 2006 (2nd edition), ISBN 3430195438 , p. 37.
  52. ↑ Download , Wagner, Michaela: "Leading in the sandwich position", © 2014 Verlag Dashöfer GmbH Hamburg, p. 44 (as of March 8, 2015)
  53. ↑ Video summary of a lecture on April 11, 2012 at the University of Economics and Technology (HRW) Berlin: Dr. Strathausen: "Guided tour from below" (as of March 29, 2015)
  54. ↑ Unternehmer.de , Raddaz, Julia: "Cheffing - When employees lead their boss" (as of March 8, 2015).
  55. ↑ Download , Reiser, Wolf: "Job Etiquette" in: Madame 2013/03 (as of March 15, 2015)
  56. ↑ Wehrle, Martin: The enemy in my office: the big and small errors between boss and employee. Econ Verlag, Berlin 2006 (2nd edition), ISBN 3430195438 , p. 222 f.
  57. ↑ Onpulson Business Dictionary: Definition: Open Book Management (as of March 22, 2015)
  58. ↑ Wehrle, Martin: The enemy in my office: the big and small errors between boss and employee, Econ Verlag, Berlin, 2006 (2nd edition), ISBN 3430195438 , p. 226.