Perspectives on the new Leipzig Leadership Model

Differing Perspectives, Unified Voice: The Leipzig Leadership Model Creates a Meaningful Impact…

 

“For me, ‘rethinking leadership’, ‘licence to operate’ and ‘responsible leadership’ are the three core terms which the Leipzig Leadership Model not only proclaims but also convincingly substantiates with its serious efforts to determine the ‘why’, ‘what’ and ‘how’ of good leadership. Digitalization and constant change are massively challenging good leadership these days – with this new approach, HHL has indeed become a pacemaker for a holistic understanding of leadership.”

Prof. Dr. Burkhard Schwenker (Roland Berger GmbH)

 

“Globalization, digitalization and the demand for ecological sustainability represent new challenges for leadership. Therefore, the orientation towards the purpose of an organization, which is introduced in the Leipzig Leadership Model, serves as an outstanding guideline to refl ect upon the many external influences, requirements and the question of how to handle them internally.” 

Prof. Dr. Helga Rübsamen-Schaeff (AiCuris GmbH & Co.KG)

 

“We need an understanding of leadership which offers orientation. Now, there is an extensive concept for it. Thank you!”

Prof. Dr. Ulrich Lehner (Henkel AG & Co. KGaA)

 

“Globalization and digitalization demand new things from executives. The Leipzig Leadership Model gives practical, simple and robust impetus for how
decision-makers can master the future successfully.”

Georg Fahrenschon (Deutscher Sparkassen- und Giroverband e. V.)

 

“Talented and successful employees with many different traits are the heart and soul of a successful company. They must all be joined together in their passion to contribute to the company and to move it forward. DIE ZEIT has a multifaceted team of women and men, young and old, which is excited to face the new opportunities brought about by globalization and digitalization. In this context, the new Leipzig Leadership Model serves as an important guideline as it
unites theory and practice in the endeavor to.”

Dr. Rainer Esser (DIE ZEIT Verlagsgruppe)

 

“Drucker had three basic interests that are reflected in his work, and in the Leipzig Leadership Model. All three manifest his European heritage as well as American history and management. First, he was concerned with the balance between the processes of continuity and change. His work on entrepreneurship followed naturally. Second he was interested in “freedom, the dignity the status of the person in modern society, the role and function of organization as instrument of human achievement, human growth and human fulfillment, and the need of the individual for both, society and community.” Third, he worked to establish conditions for legitimate authority in all of society’s organizations. The Leipzig Leadership model very much reflects Drucker’s vision in all three aspects. By putting the deeper question of purpose at the models’ center stage, it perfectly frames leadership as what is according to Peter Drucker: a liberal art. Value creation, the discipline of management and results are central issues in his writings. Leaders are responsible for creating value for customers, for producing results for the organization and society, and for working beyond their primary borders to achieve socially desirable results. Drucker always worked to achieve congruence between the interests of society and those of the individual, through the mediating institution of organization.”

Prof. Joseph Maciariello (PhD)

 

“I read with great interest your leadership model. I think it is excellent. It should help guide HHL for many years.”

Prof. Robert G. Hansen, Ph.D. (Tuck School of Business at Dartmouth)

 

» read more about the new Leipzig Leadership Model