Leadership functions through the enabling and taking up of chances, creatively and innovatively shaping the future and it has the task of bringing to fruition necessary adaptations to changed environmental conditions. All this requires personnel who have access to their freedom need and who can regulate this well, even during difficult conditions. As security is …
All needs, i.e. the necessity for their regulation, have a direct relationship to fundamental tasks of leadership, on the side of the leader as well as on the side of the employee. How the needs of psychological systems are processed dictates what flows into the communication of the organisation, as well as into the team …
If people are frustrated in the satisfying of freedom, this will, almost certainly, have an effect on their actions: caution, hesitation, mistrust against innovation and the unknown, waiting to see, searching for regulations, asking others, doing nothing unconsidered, fundamentally protecting themselves, letting others go first, exploring the situation, confessing to being overloaded, preferring to observe …
What probably happens in the experiencing of people, if they allow, or seek hardly any, or no freedom? Those who do not pursue their ideas and, therefore, rarely experience their effectiveness, become anxious. Anxious, because success experiences are scarce and the experience of shaping the world according to their own inclination is hardly done anymore. …
Of all the incompetences, the one which is particularly problematical in the leadership role is when managers cannot favourably address the security need of the employees or they cannot address it at all. This occurs in two variations: either the leader is emotionally unstable and unpredictable, easily goes into emotional crises and has rapidly changing …
Employees can be particularly effectively demotivated, if you rob them of their freedom. Leaders who cannot resonate with the freedom need of the employee, because they, themselves, are working on their fears by means of control, will not do themselves any favours. As a rule, they never pass on responsibility and don’t really delegate, instead, …
To offer employees a home and a feeling of belonging is not so easily achieved by managers who, themselves, have a fear of belonging. Often, a general fear of emotions goes with it. Usually they have difficulties feeling bonded with other people and they have achieved their position as a result of technical competences. They …
Those who cannot honour their employees in their uniqueness usually wish to have all the admiration for themselves: Employees are working on a presentation and the boss then puts his own name on the slides and presents them! Management positions are highly attractive to a manager, who does not himself know who he is and …
What sort of inner psychological competences are required to follow your need for belonging? You must be able to recognise yourself in others and value them in their differences, you need the will to connect to others, you must be able to affirm others without envy and jealousy entering into it, you must be able …