Renaissance of great man in leadership?
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Renaissance of great man in leadership?
Many have now been sitting in home offices for a long time or are literally led at a distance even within the room. Isolation, lack of support, lack of clarity, disorientation and fear of finitude are profoundly existential human experiences. The ›human full braking‹ now throws people back to this. And it creates desires for relief, which ›one‹ likes to delegate to others, to leaders, to management systems and to ›reliable‹ social systems and organisations. This currently raises the expectation, and even the hope, in some executives and management that a return to leadership in companies via clear role definitions, recourse to organisational manuals and via rigid and clear guidelines would be promising: the passing of orders along the hierarchy and their control – ›top‐down! In the light of current obstacles and failures of decentralised, federal and democratic institutions, one could believe that the time of the renaissance of authoritarian and heroic leadership and the »Great Man« has arrived: There are enough political role models. Full of admiration, a large proportion of people here also look with irritation at organisational mechanisms of societies in which centralised order, which does not shy away from brutality against individuals, and collective obedience promise effective solutions. This promotes a nostalgic view also as a blueprint for future corporate leadership.
