Leadership Development in Organizations

© 2016 SEDLÁK & PARTNER 22
Leadership Development
Presented by:
Guest Professor
Robert A. Sedlák
East China Normal
University (ECNU)
Shanghai
Marion
Groneberg
Chief Consultant
Change Management

Content
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01 Benefits
02 Key Questions
04 Background Information
03 Procedure

Trends and Premises
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Leadership Development
 One of the top 3 challenges for
companies
 Suitable leadership development for
young talents is far from being sufficiently
ensured
 It is necessary to qualify leaders for the
constantly changing working environment
 Blended learning will be the most
important form of leadership development
Image © auremar / Fotolia.com.

The capacity to reflect gradually
creates the organizational
learning ability that is indispensable in
view of the changing pace of
relevant environments.
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Professor for Leadership & Dynamics in Family Businesses
Vice President of the Witten/Herdecke University
Source: Grubendorfer & Schmitz, 2015, p. 13.
Rudolf Wimmer

Content
3/16/2016
01 Benefits
02 Key Questions
03 Procedure

Your Benefits
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Reflect on communication processes – review the functionality of
leadership for corporate success on a regular basis1

Leaders create a framework in which employees can unleash their full
potential2
Identify, integrate, and develop high performers and co-thinkers in the
company and in the own area of responsibility4
Understand leadership as a social process and align patterns of decision-
making, communication, and self-management with its effectiveness5
Development of a common language and leadership culture to ensure the
interaction of all leaders across hierarchies3

Enable the leaders of the organization to jointly reflect on their leadership
system and to design it in a functional way6

Content
3/16/2016
01 Benefits
02 Key Questions
03 Procedure

Key Questions
Our leadership concept provides answers to the following questions:
 What are the expectations of the company / employees regarding my contribution as
a leader?
 What paradoxes and ambiguities do exist for me as a leader and how should they be
addressed?
 What effect does the organization have on me (as a leader) and what effect do I
have on the organization?
 How can high performers and co-thinkers be integrated in a targeted way and how
can the leadership contribute in this context?
 What leadership capabilities are necessary to act successfully in view of increasingly
complex conditions?
 How effective is the current leadership system and which requirements should be
met in the future?
 Does the leadership team share a common leadership understanding? Does it
contribute to the success of the company?
 Do we have a leadership culture in which employees can / want contribute their
knowledge and capabilities and in which personal and organizational learning takes
place on demand?
 Can leaders design communication processes that lead to sustainable decisions?
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Content
3/16/2016
01 Benefits
02 Key Questions
03 Procedure

© 2016 SEDLÁK & PARTNER 113/16/2016
1
Identification of organizational requirements under consideration of strategic
positioning and corporate goals
6
Process accompaniment: Monitoring, reflection, adjustment, coaching, development,
and implementation of supportive communication and decision-making routines
2
Derivation of personnel requirements for leadership in consideration of the specific
company DNA
3
Evaluation and optimization of existing leadership tools or, if necessary,
development and implementation of new leadership tools
4 Identification of strengths and development potentials of all leaders
5
Development and implementation of a tailored learning environment for targeted
leadership development within the context of a learning architecture with
Blended Learning
Procedure

Content
3/16/2016
01 Benefits
02 Key Questions
03 Procedure

Responsibility Areas of Leadership
3/16/2016Source: Peterhänsel & Sedlák, 2010, p. 30ff.; Wimmer, 2009, p. 13ff.
Marketing
Adopting to
requirements of
the market
Resource
Management
Securing resources
necessary for the
fulfillment of tasks
Organizational
Development
Concerning for
appropriate
organizational forms
for demands-
oriented
performance
Personnel
Management
Assuring ability to
perform
and motivation
Controlling
Developing a realistic
self-description
Strategy
Development
Adopting to
future
developments
Environment/Market/Customer
Scarcity of
Resources
Organization
Future
Control
Parameters
People
Leadership
Targeted creation of social
situations
within an organized whole

Organizations tend to be past-oriented
 Fundamental thesis:
Organizations care about past
problems in the problem-solving
activities
 Leadership ensures that
development stimuli for an
organization are derived from
the difference between the
present and the past; this
means, an organization orients
towards a jointly developed,
attractive vision
Future
Strategy
Development
Marketing
Resource
Management
Personnel
Management
Controlling
People
Control
Parameters
Organizational
Development
Leadership
Scarcity of
Resources
Organization
Environment/Market/
Customer

Organizations tend to be inward-oriented
Organizations focus on
themselves when they are left to
themselves
organizations focus on relevant
environments and anticipate
their requirements in order to
stay responsive and that
appropriate ideas are developed
about these requirements within
the organization
People
Future
Marketing
Resource
Management
Personnel
Management
Controlling
Environment/Market/
Customer
Control
Parameters
Leadership
Organization
Scarcity of
Resources
Strategy
Development
Organizational
Development

Resource Management
 Fundamental thesis: In
principle, organizations are
wasting resources
 Leadership ensures resources
are used in a targeted manner in
terms of costs and benefits and
that all processes are
continuously reviewed
concerning their contribution to
the value creation
People
Future
Marketing
Resource
Management
Personnel
Management
Controlling
Control
Parameters
Leadership
Organization
Environment/Market/
Customer
Scarcity of
Resources
Strategy
Development
Organizational
Development

Organizational Development
People
Future
Marketing
Resource
Management
Personnel
Management
Controlling
Control
Parameters
Leadership
Organization
Environment/Market/
Customer
Scarcity of
Resources
Strategy
Development
Organizational
Development
Organizations tend to stick to
once-established structures and
routines, even if they are not
adequate any more
adequate answers are found to
the question: “What organization
does the organization need?“.
“What structures should be
established to remain responsive
to the challenges of our
environments?”

Personnel Management
 Fundamental thesis: Without
leadership, members of an
organization decide
independently, which of their
skills they would like to bring into
the organizations and which not
 Leadership ensures the
coupling process between
persons and the organization
and also ensures the
mobilization of the performance
of persons towards
organizational goals
People
Future
Marketing
Resource
Management
Personnel
Management
Controlling
Control
Parameters
Leadership
Organization
Environment/Market/
Customer
Scarcity of
Resources
Strategy
Development
Organizational
Development

Organizations tend to be intransparent
Organizations tend to be
intransparent to themselves,
instead of making themselves
observable in terms of
performance
 Leadership ensures
observation patterns through
which the organizational
performance can be made
observable from different
perspectives and thus
controllable by the organization
itself
People
Future
Marketing
Resource
Management
Personnel
Management
Controlling
Control
Parameters
Leadership
Organization
Environment/Market/
Customer
Scarcity of
Resources
Strategy
Development
Organizational
Development

Ability to manage Paradoxes (1/5)
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Associating
(be in community with others)
Dissociating
(allow oneself to be distanced, be
for oneself, be able to decide
against others)

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Self-observation,
self-reflection
 Deceleration
Be in action,
activity orientation,
prove oneself against others,
come to a conclusion
 Acceleration

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Structure processes,
establishing order and rules
Create scope for new
(dissolve existing and
established)

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Take care of own area of
responsibility, delimit, protect from
irritation, ensure concentration
and focus
Integrate relevant disruptions
and be open for uncommon
from the outside

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Exploitation
Exploit existing knowledge and
experience for problem-solving
in a targeted way
(rely on knowledge)
Exploration
Be sensitive to all decision-
making situations in which skillful
handling of the nescience is
necessary: search, ask the right
questions

We would be pleased to show you practical examples
for successful leadership development!

Guest Prof. Robert A. Sedlák
 For over 25 years CEO and chairman of
SEDLÁK & PARTNER International Consulting
Group
 Areas of expertise
– Expert on “Foresighted Self-Renewal" for
organizations
– Development of sustainable visions for
organizations and their successful implementation
– Design and support of genotypical change
processes especially in family businesses
 Guest Professor at ECNU (East China Normal
University), Shanghai
– Topics: Newer System Theory and Learning
Management Systems in the context of teachers’
qualification
– Director of the “ECNU-S&P Research Center for
ICT-Enabled Systemic Changes and Innovations”
in Shanghai
3/16/2016

Hamburg
Shanghai
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Tel. +49 4102 6993-0
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E-Mail info@sedlak-partner.de
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No. 92 Tai’an Road I Changning District
Shanghai 200031, China
Tel. +86 21 6248 3599
Fax +86 21 6248 6275
E-Mail info.sh@sedlak-partner.de
www.sedlak-partner.com
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Calle de Numancia 20 | 08029 Barcelona, Spain
Tel. +34 6935 18470
E-Mail info@sedlak-partner.de
Barcelona
3/16/2016

Leadership Development in Organizations

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