Personnel management 4.0: Managers have a task and role profile.

Dealing with diversity in teams and organizations, with change as the norm, with complexity resulting from megatrends, with agility and acceleration, with densification and networking, as well as with balancing tensions, poses significant challenges for leaders. It is no longer sufficient to practice a leadership style in line with management theory (task-oriented leadership style). In addition to management style and tools, a leadership philosophy with the corresponding skills and attitudes (employee-oriented leadership style) is needed. Consistently applying the results of the analysis of megatrends, the spectrum of consequences of digitization beyond technology, the concept of Work 4.0, dealing with tensions in corporate management, as well as the necessity of management and leadership as effective leadership styles, leads to the following tasks and role profile that you must implement: - Leaders as shapers of day-to-day operations. - Leaders as strategic partners. - Leaders as normative preservers. - Leaders as change agents. - Leaders as developers of personnel. - Leaders as coaches. - Leaders as managers of diversity (generations, different cultures, etc.). - Leaders as protagonists in shaping work-life balance. - Leaders as "managers of their own affairs." From the tasks and role profile, the requirements profile of leaders can then be derived: - Management competencies - Leadership competencies - Holistic, systemic thinking and acting - Intercultural competencies - Cross-functional thinking and acting / competencies for interface management - Willingness and ability to change - Willingness and ability to learn - Analytical skills (not least in the context of data and information diversity) - Decision-making ability - Competence for revisability - Self-management - ... This very ambitious requirements profile raises the question of who possesses such competencies. It gives the impression of a "jack-of-all-trades." It can be expected that only a few individuals meet the very comprehensive requirements profile for leaders. Nevertheless, the claim remains that these requirements must be met. So far, we have focused on the idea that one person (the leader) must meet the growing demands. Let us call this perspective the intrapersonal perspective. If we now 1. assume that such a perspective is increasingly reaching its limits because many leaders are reaching their limits and are also overwhelmed, and if we 2. at the same time reaffirm the necessity of the tasks and requirements profile, a change of perspective is needed. An inter-personal perspective is required. If one person cannot handle it, then the competencies should be present in the leadership team and/or the team. To manage leadership tasks, multiple individuals are involved. The guiding principle is thus participation. Participation can occur horizontally, among the leaders, and/or vertically, involving the delegation of responsibilities and tasks to employees. Participation represents a form of democratization. For more information about Prof. Dr. Jutta Rump, please visit: https://www.excellente-unternehmer.de/redner/jutta-rump.html