Systemic leadership

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Systemic leadership considered in terms of systemic approach holistically all interactions between managers, employees, colleagues, customers, suppliers, financiers, market, society, culture and environment. It is about the targeted intervention in communication and expectation structures of those involved in order to promote self-organization ( autopoiesis ). The manager is just one of the many contextual factors that affect those who are led. Organizations are seen as systems that can never be fully organized "from above". Systemic management is based on autonomous, scattered, independent, self-organized subsystems (see Fractal Factory ). In order to avoid the negative consequences of directive overriding and overregulation, leadership research points to participatory styles, semi-autonomous groups, networking and interdependencies (of one's social entities) in systems. Systems theory's point of view and thinking tools rarely coincide with the usual understanding of causal thinking. "Simple explanations have greater appeal than references to complex and complicated, obscure relationships".

Systemic approach

Excerpt from systemic aspects of organization (s).

The approach of systemic leadership ties in with the findings of the more recent systems theory, in particular by Niklas Luhmann ( 1984 ). In addition to the idea that there is no uniform organizational reality that can be recognized by everyone, the processes of self-organization are emphasized above all, which occur alongside the order consciously created by "substantial organization".

The approach taken up by Daniel F. Pinnow is based on the assumption that the structures and cultures that have arisen in organizations are extremely complex and thus elude traditional control concepts (cause-effect relationships). In contrast to this, social systems are networks of actions, effects and consequences with a variety of feedback loops (and self-reinforcing mechanisms).

Managers who think systemically recognize themselves and their subordinates as being motivated and acting in a reciprocally networked relationship with the respective system or its regulations. Systemic leadership increasingly focuses on communication processes based on interactive dependencies between the individual interacting individuals of the system (the individual is less viewed as isolated and independent). Obstacles from the given control loops (hidden communication patterns) can be understood and adjusted accordingly in connection with the social rules ( organizational culture ) of the respective system (including its previous development).

Systemic leadership or personal system theory ( Eckard König ) means in summary to keep an eye on the individual (and his internal "construction" of the organization) in connection with his team and his interactions, his performance and his motivation. The respective manager himself, as part of the system, is exposed to corresponding influences (from the system) and thus also does not see himself as internally independent.

See also

Socio-technical system

literature

Web links