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Was braucht ein glaubwürdiger Coach, um Berufstätigen bei der Bewältigung ihrer anspruchsvollen Aufgaben wirksam Hilfestellung geben zu können? Selbstprüfung, wertgeleitetes Handeln, Einfühlung, Echtheit und förderliche Verhaltenskompetenzen sind die Bausteine für dieses psychologisch fundierte und praxiserprobte Coachingkonzept. Die Autoren liefern eine unverzichtbare Schatzkiste für ein verantwortungsvolles Coaching, mit dem man Können, Motivation und persönliche Entwicklung des Coachees erfolgreich fördern kann. Sie zeigen, wie man im Coaching Handlungsalternativen eröffnet und den Klienten hilft, stimmige Lösungen zu finden.

Curd Michael Hockel

Heinz Jiranek

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Ziele, Strategien, Interventionen

What if you could elevate your leadership skills, strengthen your team’s effectiveness, and deliver exceptional customer experiences —all with one resource? This book is your ultimate guide to making excellence in leadership a standard.
Packed with time-tested strategies, actionable insights, and practical tools, it provides a clear “How-to” for driving success within your team and organization. Through relatable examples and step-by-step guidance, you’ll learn to implement proven practices that inspire growth, foster collaboration, and build a culture of excellence.
Whether you’re a seasoned leader or just beginning your journey, this book offers the tools and insights to empower your team and achieve remarkable results. So, get ready to transform your leadership approach and leave a lasting legacy of success.

Theo Gilbert-Jamison

30 Powerful Lessons High-Potential Leaders Need to Succeed

The Value of

Zum Nonprofitbereich gehören Unternehmen, die nicht gewinnorientiert arbeiten, wie zum Beispiel soziale und pädagogische Einrichtungen, Krankenhäuser und Verwaltungen, Initiativen und Bürgereinrichtungen.Wirtschaftliche und politische Strukturänderungen zwingen auch diese Unternehmen immer mehr, sich stärker Kriterien zu stellen, die bisher ausschließlich im Profitbereich zählten. Dies bedeutet, daß der Nonprofitbereich gefordert ist, sich neu zu organisieren und neu zu strukturieren; Management und Mitarbeiter müssen sich verändern.Das Buch zeigt, wie der Nonprofitbereich effektiver arbeiten kann, ohne seine spezifischen Vorteile einzubüßen. Konkret wird beschrieben, wie eine Organisation geführt und strukturiert werden muß, damit sie betriebswirtschaftlichen Anforderungen entsprechen und ihre Stärken zukunftssicher ausbauen kann. Das Handwerkszeug für das Management wird nicht kritiklos von Profitbereichen auf den Nonprofitbereich übertragen; vielmehr werden die spezifischen Belange von sozialen, pädagogischen und Verwaltungseinrichtungen beachtet, gleichzeitig jedoch bestehende Schwachstellen aufgezeigt und konstruktiv verändert.

Helmut Lung

Führen, Verwalten, ISO 9000

Nonprofit-Management

Seminar paper from the year 2015 in the subject Business economics - Business Management, Corporate Governance, grade: 2,0, University of applied sciences, Munich, language: English, abstract: This assignment deals with the thesis ‘’Mentoring: where leadership means knowledge transfer’’. Mentoring through leaders has become a more and more popular approach to establish knowledge transfer and relationships within a company. All parties, the organization and the mentoring pair, can benefit from mentoring programs. Mentoring comes along with different chances and challenges, which need to be taken into consideration upon the implementation of a mentorship program. In case an organization decides for mentoring, it is not only about the implementation but as well its sustainability.  A practical example, where mentoring has been successfully implemented, is the ‘’Elevate: Executive Mining Mentorship Program’’ of PWC. It outlines that mentor and mentee have to be open for such a relationship and bring certain requirements for successful paring.  Mentoring has overcome its phase of simple knowledge transfer by leaders to passive mentees. It has become process-orientated which means that mentees also discuss what they learn with their mentors through critical analyzes. In the future, mentoring programs might even get more popular and being implemented in further companies due to the fact that the current mentoring pairs are willing to pass on their positive experience with mentoring to other individuals. For organization this means that they can keep and transfer their knowledge as well as get the best out of their employees in regard to their individual skills. This enables efficient working for staying competitive.

Bianca Lederer

The smart way to do business?

Mentoring. Where leadership means knowledge transfer

Seminar paper from the year 2005 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, University of Hull, course: STRATEGIC MANAGEMENT, language: English, abstract: Influenced by a growing number of acting companies, the world of nowadays business gets more and more integrated and enlaced with an increasing level of both national and global competition. Hence, gaining advantage over main rivals within a certain industry gets more important and makes many managers of modern-day companies thinking about ways to achieve this benefit. Whereas a lot of management members tend to focus on obvious solutions like cost reduction or promotional activities for instance, there are only a few so far who concentrate also on their firm’s mission as primary key to success. Mission, described as the “fundamental, unique purpose that sets” a certain organisation “apart from other firms of its type and that identifies the scope of its operations in products and in market terms” (Pearce, 1981), can act as an effective tool to achieve success if it is used and structured correctly. According to Campbell, however, managing this important purpose “is still a relatively uncharted area of management” and a lot of managers seem to not understand the “nature and importance of mission while others fail to consider it at all” (Campbell and Yeung, 2002, 284). Even if there are different opinions about the meaning of mission, many authors of management textbooks are of the same opinion that companies should include statements of their raison d’etre, their reason of existence, in the corporate planning process. This process, seen as “an identifiable flow of information through interrelated stages of analysis directed towards the achievement of an objective” (Pearce, 1981) is a dynamic system as companies often face incessant environment changes. Especially since budget-orientated planning mechanisms or forecast-based methods are seen to be insufficient to ascertain long-term survival and prosperity of corporations, it is vital that they conduct efficient strategic planning (Bradford et al., 2004). Regarding the process and the position of mission within it, you find several authors who advocate the position right at the beginning of Strategic Management whereas there are also theorists who see mission as a subsequent part or even as an output of it. This subject matter will be discussed in the next chapter followed by the topic of the role played by missions within the planning process of organisations. [...]

Johannes Weber

The Term "Mission" within the Stategic Management Process

Sie sind Führungskraft, Unternehmensberater oder Trainer und auf der Suche nach kreativen Tipps und praktikablen Lösungen? Lernen Sie aus dem reichen Erfahrungsschatz deutscher Toptrainer, wie man's macht.In diesem Buch stellen Trainer des Qualitätszirkels Q-Pool 100, eine Qualitätsgemeinschaft von Wirtschaftstrainern und -beratern, ihre Erfolgskonzepte vor.Von A wie "Arbeitsrechtlich korrekt Führen" bis Z wie "Zeitmanagement": Mit zahlreichen Beispielen aus ihrer täglichen Praxis zeigen die Autoren, wie man effiziente und innovative Antworten auf komplexe Fragen und Probleme des Management-Trainings findet. Fachliche Kompetenz, unkonventionelle Ideen und überzeugende Ergebnisse werden präsentiert vonRolf Berth, Reiner Czichos, Helmut Fuchs, Herbert Namokel, Gerd Pischetsrieder, Werner Ronimi, Wolfgang Rosenkranz, Helmut Seßler, Walter Simon, Roland Spinola, Dorothea Zeppke-Sors

Rolf Berth

Konzepte deutscher Spitzentrainer

Top in Training und Beratung

Doctoral Thesis / Dissertation from the year 2019 in the subject Business economics - Business Management, Corporate Governance, grade: DOCTORAL, University of St. Thomas (FAITH IN GOD PUBLISHING GROUP), course: EDUCATION, LEADERSHIP AND MANAGEMENT, language: English, abstract: The purpose of this descriptive study is to explore the influence shared-leadership has on the performance behavior of retail entry level employees between the ages of 18 and 30. The corporations being studied include clothing and food chain retail department stores. Shared-leadership is a term utilized for collaborative and task sharing. It may also be defined as follows: preventing harm to employees and aiming for their well-being consistently. Five different types of leadership have been identified in terms of shared-leadership:  Directive, transformational, transactional, transitional and empowering. This study will also analyze happiness as it relates to shared-leadership. Happiness connected to shared-leadership can be defined as well-being of the soul and upholding moral standards when applied to this leadership model. Employers are hugely affected by retail employees’ displeasure in the workplace. Discontent in the workplace may lead to more serious illness issues such as depressive disorder, absenteeism, low productivity, which all stresses the importance of this study’s urgency. Young adults have often received negative treatment with very little opportunities for career advancement because organizations may associate them with unproductivity. The research approach selected to explore the influence of shared-leadership on happiness and displeasure will take the form of a descriptive model with a quantitative methodology via Survey Monkey. The research can potentially aid practitioners in being more aware of discontent among young retail employees and how shared-leadership influences mood and productivity. The research findings demonstrated that employees between the age of 18 and 30 have genuinely embraced the shared-leadership model.

Marc Nader

Shared Leadership. A path towards happiness or discontent

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