In the last part of our series on the setup of a Healthy Organisation (HO) we focus on the power and influence of leadership. Leaders occupy key positions in which they decide on the future strategic orientation, determine structures, and influence culture in their doing. They have a significant influence on the relations of the co-workers amongst each other, the efficiency of processes and the wellbeing and engagement of the employees. In the best case this does not happen alone but in cooperation for the common cause. Thereby leadership always begins with oneself. Whoever is not at peace with himself, has not found a good balance will also have a hard time dealing with others. A meaningful maturation process seems to be via “me“ to “you“ to “us“, as Martin Buber has impressively illustrated.
Within the HO executives should be aware of their influence in the dimensions mentioned above. Nobody bears sole responsibility for everything. The definition of the role is often decisive for whether an executive is more strategically or more procedurally positioned. This holds particularly true for classical hierarchically structured organisations. Modern network organisations are rather an exception: Leadership often happens more holistically, more at eye level and tends to change more frequently.
Within an HO, leadership is at its most effective when leaders are aware of the different dimensions and integrate them into their daily ways of behaviour. This begins with the development of lean, unbureaucratic and efficient processes that enable employees to generate a value contribution for the company every day. It continues via the design of the tasks aligned with the strategy of the company and with the individual potential of the employee and is rounded up by respective, sensible and meaningful behaviour towards employees, colleagues and all significant others, as it is anchored e.g. in the concept of Positive Leadership. Ambitious? Definitely, but otherwise everyone could do it.