The leadership task is in tension between the given conditions and necessities and (voluntary) collaboration/cooperation. Some of the questions that every person who holds responsibility must deal with: What are the actual tasks of effective leadership? What needs to be considered in view of the special leadership situation, especially in value‐oriented organisations? What can and must leadership do to ensure that the common goals of a team, for example, are achieved? The willingness of individuals to collaborate grows, among other things, to the extent that leadership creates an organisational and personal framework in which the self‐development and autonomy, but also the (self-)responsibility of employees is promoted and strengthened.
Existencial Leadership Model (after Dorra/Märtin, 2015)
The fundamental human motives described here impressively show the fundamental structure of the person: In his or her existence, the human being shows (consciously as well as unconsciously) fundamental strivings for security, experience of value, being oneself and meaningful action. These strivings have a direct impact on the actions or inactions of all employees within an organisation. The person in leadership responsibility is faced with the special challenge of leading himself and others in such a way that the consideration of these basic motivations in the daily organisation and work routine leads to successful and good collaboration.
This existential approach focuses on specific thematic areas and tasks for the leadership task, which are divided into four areas (according to Helmut Dorra and René Märtin):
1. Management – 2. Cooperation – 3. Collaboration – 4. Motivation
The four areas of existential leadership:
(Management in the sense of goal‐oriented human action of leadership, organisation and planning in all areas of life, based on economic principles)
- Focus of leadership: providing security
- Focus of organisational development: culture of organisation and information
Framework conditions, definition of responsibilities and tasks, regulation of work processes, agreements and obligations, communication
The first area of existential leadership, »management«, encompasses the information and organisational culture of an organisation. At this level, the main task of the leader is to ensure a framework that guarantees security in the broadest sense: for him/herself, the organisation, the employees … The employees, in turn, are called upon to give their consent to the organisational conditions and specifications.
Leadership tasks:
In addition to shaping the framework conditions, the following management tasks are of particular importance: definition of responsibilities and areas of activity, regulation of work processes, agreements and obligations, communication.
(Cooperation in the sense of mutually interrelated thinking, acting or feeling; being involved)
- Focus of leadership: enabling relationships
- Focus of organisational development: culture of relationship and participation
(emotional) involvement in and participation in teamwork, interpersonal relationships, work climate, mood and atmosphere, interest and concern (for others)
The second area of existential leadership »cooperation« encompasses the relationship and participation culture of an organisation. At this level, the leader’s main task is to provide a framework that ensures relationship in the broadest sense: for oneself, the organisation, the employees … The employees, in turn, are called upon to engage in teamwork as a matter of principle and to share and take responsibility for the goals of the organisation as a common task.
Leadership tasks:
In addition to shaping the relationship and participation aspects, the following leadership tasks, among others, are of particular importance: (emotional) involvement in and participation in teamwork, interpersonal relationships, work climate, mood and atmosphere, interest, and concern (for others).
(Collaboration in the sense of the process of conscious creative engagement of human beings / purposeful human activity socially grounded by institutions)
- Focus of leadership: promoting personal responsibility
- Focus of organisational development: culture of performance and recognition
Attention to and appreciation of the individual, confrontation and dialogue with one another, criticism and recognition, common denominator (commitment), individual responsibility of the individual participants in the team
The third area of existential leadership, »collaboration«, encompasses the performance and recognition culture of an organisation. At this level, the leader’s main task is to provide a framework that ensures sufficient attention for all employees in the broadest sense: for themselves, the organisation, the employees – and this both in terms of the individual’s performance, but also in terms of their recognition. In turn, employees are called upon to become aware of their own strengths and weaknesses, to know and use their own (self-)realisation potentials, to face feedback and criticism without getting into justification, and to fundamentally tune in to realising their own share in the overall performance of the organisation.
Leadership tasks:
In addition to shaping the performance and recognition aspects, the following leadership tasks, among others, are of particular importance: attention to and appreciation of the individual, confrontation and dialogue in the counterpart, criticism and recognition, common denominator (commitment), individual responsibility of the individual participants in the team.
(Motivation in the sense of motives and realisation(goals); values / the totality of all motives that lead to the willingness to act, and the striving of people for goals or desirable target objects)
- Focus of leadership: to convey experiences of meaning
- Focus of organisational development: culture of values and meaning
Values, visions, work goals, quality development, (future) perspectives, target setting, binding assignments
The fourth area of existential leadership, »motivation«, encompasses an organisation’s culture of values and meaning. At this level, the main task of the leader is to provide a framework that allows for the creation of meaning in the broadest sense: for oneself, the organisation, the employees – and this both about the values and meaningful work of the individual and with regard to meaningful work as a whole. The employees need to agree to work for the common cause, to share the concept, to want to realise the objectives, future perspectives, mission statements/visions, and to seek a common value reference that enables identification with the organisation.
Leadership tasks:
In addition to shaping the value and meaning aspects, the following leadership tasks are of particular importance: values, visions, work goals, quality development, (future) perspectives, target setting, binding assignments.
