Created by Marc Chmielewski
Führen auf Distanz oder, wie man virtuelle Gelegenheiten für Zwischenmenschlichkeit schafft.
#favouritemodels No. 30 - Leading leaders: When a leader's own employees themselves have leadership responsibility for teams or parts of the organization, the leadership role is expanded by…Read more
#favouritemodel No. 25 - Designing culture in a deliberate way : Culture emerges from the sum of repetitive behaviors in a particular context. With this understanding, we are not defenseless in the face of our…Read more
#favouritemodel No. 22 - Observation of the 2nd order: A key assumption of systemic theories is that each person as an individual observer of his or her environment, from WHAT she or he perceives with the…Read more
#favouritemodel No.21 - House of Change - Farsightedness: Not only because the roof was never used in the image of the House of Change, but based on our experience in supporting many transformation processes,…Read more
#favouritemodel No.16 - Levels of leadership action: Anyone who examines the nature of leadership will inevitably encounter the thought: When and through which activities do I create value in the team…Read more
#favouritemodel No.11 - Virtual Leadership: Virtual, remote, leading at a distance - no matter what you call it, it is always about leadership, leadership as a function and a shared mental…Read more