The cover shows a graphically reworked version of Cornelius Wytfliet’s ‘Vtrivsque Hemispherii Delineatio’, published in his atlas, ‘Descriptiones Ptolemicae Augmentum’, in 1597. Created a mere 200 years after Columbus’ discovery of the Americas, Wytfliet’s atlas contained one of the first maps to display the world as a whole – stunningly accurate even by modern standards. If we look closely at the process termed ‘globalization’, it may very well turn out to consist mainly of scraps of history such as this one: a map showing people to many of whom travelling from Amsterdam to Hamburg was the adventure of a lifetime, how to get from China to Peru.
Date: December, 2016.
T R A N S C U LT U R A L L E A D E R S H I P S U M M I T O C T O B E R 2 0 16 AT Z E P P E L I N U N I V E R S I T Y 3
P R O F H C D I P L- I N G K A R L S C H L E C H T
“The key factor for success is good leadership” Prof hc Dipl-Ing Karl Schlecht, Chairman of the Karl Schlecht Foundation KSG Initiator and founder of the Leadership Excellence Institute Zeppelin | LEIZ
DIR EC T OR ’S E DI T OR I A L
To state that, in a globalized world, cooperation across cultures
At present, the starting point of any debate or practice must be
is needed to bring about prosperity and mutual gain seems a
people’s regional, national, and cultural affiliations. This said,
tad trivial. One feels tempted to reply that, yes, cross-cultural
mankind being a species, obviously there have to be common-
cooperation is called for and, yes, it is globalization that makes
alities which may at least prepare the ground for what might
it a necessity. So far, so self-evident, and there is hardly any
grow into shared values across cultures.
well-meaning speech in which wisdom of this sort would not feature prominently.
From pre-social capabilities to true global values
If, however, one goes on to inquire what exactly might form the
It seems reasonable to assume that among those commonal-
basis of such cooperation, one will likely encounter an incred-
ities are the pre-social capabilities for empathy and inclusive
ulous look in people’s eyes. Why, they are bound to protest,
rationality that allow man to interact in the first place: to live
surely there are global values or principles shared by, well, pret-
together and work together to mutual advantage. Whenever
ty much everybody?
these pre-social capabilities are being applied to situations in which individuals cooperate, values emerge. Accompanying
The fallacy of “global values”
the process of civilization, it is this constant stream of continually emerging values that, as a learning process, establishes
The answer is not straightforward. Of course, many global dec-
the code of values of a community – be it a village, a region or
larations and international standards presuppose values like
a country.
integrity, honesty, humanity, and justice. But one important feature of values and moral principles in general is their fuzziness:
Globalization, one might argue, has now set the stage for ex-
values are open for different interpretations with regard to their
tending this learning process on a worldwide scale, since those
consequences for practical action.
situations in which individuals cooperate with each other now
Does this mean such generic values are pointless? Or that the
If our above assumptions are correct, these global “transactions”
increasingly occur between individuals from different cultures. whole world should adopt the “Western” reading of values? –
would thus bring forth truly global values: values that actually
Of course it means neither. Indeed, our skepticism with regard
stem from real people doing real things together on a global
to global values does by no means imply that genuine global
scale.
values are not desirable – quite the contrary! However, one has to accept that if such values ever come about, it will be as the
The relevance of transculturality
result of an individual and collective learning process that has only just commenced. One thing one must not do is to simply
Global cooperation becomes difficult if all attention is focused
take them for granted as they seem a good idea. That would
upon the differences between cultures. This is the weakness of
be naive.
inter- and multicultural approaches. Transculturality, on the other
6
hand, puts first what cultures already have in common and what serves to create new commonalities. It constitutes a learning process that facilitates the relationing of different cultural identities and perspectives through cooperation. Being a governance structure for relationing distinct perspectives, it is both the prerequisite for, and a resource of, effective and efficient global and local cooperation by making diversity’s productive potentials accessible (and containing diversity’s destructive potentials). Transculturality and the global ethos From a practical angle, transculturality is about discursively and cooperatively identifying and – probably more importantly – generating those cultural commonalities that are necessary to start the cooperation of stakeholders involved in a transaction, and lead it to success. This identification and generation of commonalities rests upon man’s pre-social capabilities and is stabilized by adaptive governance structures that allow for a transaction to be implemented. Transculturality is thus a process of relationing different cultural identities and – thereby – of facilitating the co-operation of culturally diverse stakeholders and the governance of local and global transactions. If it can be confirmed that transcultural approaches succeed in fostering cooperative interaction across cultures, it is not too far-fetched to assume that transculturality may actually lie at the core of the eventual emergence of a global set of values, a truly global ethos.
Prof Dr habil Josef Wieland, Director PROF DR JOSEF WIEL AND
The Transcultural Leadership Summit 2016 – rethinking leadership amid globalization By Dominik Fischer The practice of leadership has to respond to challenges arising
erogeneous settings determined not merely by an organization’s
from the need of global cooperation: global value chains, global
intrinsic culture, but also by various national cultures. Traditional
recruitment policies, and global markets cannot be handled oth-
leadership profiles must be amended to accommodate these
erwise. Economic activity thus disengaging itself from its na-
challenges and also to respond to demands articulated by politics
tional roots, traditional leadership approaches reach their limit.
and society with regard to corporate value creation and respon-
The Transcultural Leadership Summit was created as a platform
sibility. Cultural sensitivity, productive communication and coop-
for companies, leaders, and future leaders to discuss the impli-
eration competence as well as the ability to “feel the pulse of so-
cations of these developments.
ciety” are quickly becoming indispensable components of good
With economic activities increasingly being integrated into global
tions in a way that respects local cultural norms while still com-
leadership: allowing leaders to react to a set of different expectavalue chains, the ability to successfully manage people with
plying with international normative imperatives. Being perceived
different cultural backgrounds is a crucial requirement for the
as a responsible stakeholder that complies not only with national
running of organizations and the creation of value. This challenge
law and regulation but works legitimately in different cultural and
may be exacerbated by the globalization of markets, communica-
socioeconomic settings is the new leadership challenge.
tion, technological progress and division of labor on a global scale. To shape the transcultural-leadership approach into an approIt is our belief that transcultural leadership – an approach to
priate answer to all of the above, we build on Robert E. Park’s
bridging cultural differences through a social learning process
reflections. Looking at transculturality through the economist’s
aimed at facilitating cooperation and management – is a particu-
lens, it can be seen as a productive resource and an informal
larly potent way to productively address these challenges. Its
institution for cooperative economic value creation. In this
objective is to facilitate cross-cultural interaction in order to pro-
regard, transculturality is about relationing stakeholders from
duce mutual advantages without the limitations set by national
several cultural backgrounds with a view to a specific trans-
or cultural boundaries.
action and the latter’s efficient and effective execution. In a broader sense, transcultural leadership constitutes a learning
Leadership: past and future
process about how to handle the diversity of information and communication in the environment of human action and be-
Past leadership approaches have mainly dealt with mono-cul-
havior. It is during this learning process that the organization’s
tural intra-organizational settings. During recent decades, such
transcultural competencies develop along with those of the
settings have by and large disappeared and been replaced by het-
organization’s members’.
8
S P E A K E R S A N D O R G A N I Z E R S O F T H E T R A N S C U LT U R A L L E A D E R S H I P S U M M I T 2 0 16
Transcultural Leadership Summit: a project for cooperation
LEIZ; Marcus A. Wassenberg, CFO of Rolls-Royce Power Systems AG, the main sponsor of the conference; Prof Rong Pei
In order to give leaders, future leaders, and scholars an oppor-
from the Beijing Institute of Technology; Dr Stefan Sommer,
tunity to discuss transcultural challenges and to generate a mu-
CEO of ZF Friedrichshafen AG; Dr Dahai Yu, formerly a member
tual understanding of the increasing importance of transcultural
of Evonik’s executive board; and Prof Franz Josef Radermacher,
leadership, the Leadership Excellence Institute Zeppelin | LEIZ
Global Economic Network.
established the Transcultural Leadership Summit. The first run of the Summit was held on October 14th and 15th, 2016 on Zep-
The work of our institute is not least driven by the expectation
pelin University’s campus in Friedrichshafen, Lake Constance.
that transcultural approaches will enrich the debate on new
The country of focus for the 2016 Summit was China. More than
meanings of leadership in the years and decades to come.
190 participants – researchers, CEOs, senior managers, young
However, this debate is still in its infancy.
professionals and students – participated in the two-day con-
Contact: dominik.fischer@zu.de
ference. Speakers included Prof Josef Wieland, the director of 9
P R O F C A R M E N TA N N E R & T E A M
Investing in managerial honesty By Matthias Sohn Cooperating with the University of Zurich and the University
temptation to engage in earnings management despite mone-
of Geneva, the Leadership Excellence Institute Zeppelin | LEIZ
tary incentives. Secondly, investors who themselves treated
investigates how managers’ honesty, as perceived by inves-
honesty as a “protected value” were more likely to invest in
tors, affects the latter’s investment behavior. What we ask is
the CEO who did not engage in earnings management. Thirdly,
whether there is a premium for firms run by managers whom
while investors tended to invest in the CEO with the higher
shareholders perceive to be more honest.
announced future returns, this tendency was strengthened when they also perceived this CEO as more committed to hon-
Recent research has focused upon the importance of investor
esty, but was substantially weakened (or even reversed) when
preferences for socially responsible corporate behavior and the
they perceived the CEO as rather deceptive, based on his prior
investor segmentation (such as the avoidance of “sin stocks”)
behaviour. Interestingly, this pattern was especially clear for
that may arise as a consequence. Little is known, however,
investors with a primarily individualistic, arguably profit-maxi-
about the influence of investor perception of managerial hon-
mizing orientation.
esty. This is surprising in the light of numerous recent scandals involving corporate fraud and deception.
Overall, these results (a) demonstrate that (perceived) values of
A Tale of two CEO s
values on their investment choices, and (c) indicate that inves-
the CEO matter, (b) highlight a pivotal role of investors’ personal tors segment into stocks based on the joint effects of these In order to investigate potential investor segmentation based on
two driving forces.
market participants’ desire to invest in firms run by ethical CEOs,
Contact: matthias.sohn@zu.de
we conducted two laboratory experiments. Participants decided in which of two companies they wanted to invest. The CEO of one of these companies engaged in earnings management, announced higher earnings, thereby obtaining a higher bonus, while the CEO of the other company did not engage in earnings management, accordingly receiving a lower bonus. Each CEO also made announcements about future returns. The experiment revealed that, firstly, investors perceived a CEO to be more committed to honesty when he resisted the 11
Studying at LEIZ – “The psychology of decision-making”
The Executive Master “Leadership Excellence”
In an environment that is getting more and more complex and
What if you have reached that stage in your career where under
uncertain, making informed decisions can become a challenge.
ordinary circumstances you would take up an MBA degree –
In a seminar based on empirical research, students learn about
but the MBA is just not what you feel you need? The Executive
the psychology of judgment and decision-making.
Master “Leadership Excellence” was specifically designed for those who fail to see the point of “business administration”
The course which is run by Dr Matthias Sohn starts out looking
because they want to lead rather than administer.
at the different elements of “decisions” such as searching for and using information, as well as effects of feedback on making
The Master’s programme which was devised by the Leader-
a decision. It then examines decision-making under conditions
ship Excellence Institute Zeppelin | LEIZ looks at leadership
of uncertainty and how individuals deal with risks. By taking a
in the contexts of leadership personality, personal interaction,
closer look at current social-psychology research on group-de-
the organization, and society at large. Academies in Berlin (on
cision-making, insights are being offered into how groups reach
political communication) and the US (on globalization and the
judgments. Finally, the role of emotions in individual decisions
ensuing challenges for leaders) complement the curriculum
is to be investigated.
which is implemented in cooperation with the Akademie für Führungskräfte der Wirtschaft in Überlingen, Germany.
It is of particular importance that participants become aware of the limits of rationality in human decision-making. In this context,
Most of the modules consist of (1) academic lectures, (2) case
they learn to understand when and why individuals are subject
studies, and (3) leadership tools and -techniques for daily prac-
to biases and how these biases can be influenced or impeded.
tice. The academic head of the programme is Prof Josef Wieland,
Contact: andrea.frueh@zu.de
Director of LEIZ and one of Germany’s best-known governance economists. Applications are invited as of now. The programme commences in March 2017.
12
Curriculum of the Executive Master “Leadership Excellence”
MODULE 1: LE ADERSHIP AND SOCIET Y – TAKING RESPONSIBILIT Y
MODULE 7: LE ADERSHIP IN A DIGITALIZED WORLD – MASTERING
& INCRE ASING VALUE- CRE ATION
VIRTUALIT Y & UNDERSTANDING NEW HABITATS
| Stakeholder Management – identification, prioritization
| Digitalization and modern leadership
| Value and values: values-management systems
| Leading in interconnected spaces
| Sustainability – business, society, the environment
| Virtual culture and innovation
MODULE 2: LE ADERSHIP IN GLOBAL MARKETS – FACILITATING
MODULE 8: LE ADERSHIP AS A BRIDGE BET WEEN THE MARKET,
INNOVATION & SHAPING ORGANISATIONS
THE STATE, AND CIVIL SOCIET Y
| Co-opetition – the game-theory approach
| Taking decisions in between market, state, and civil society
| Innovation management und networks
| Self-interest and public welfare
| Global HR- and leadership development
| Corporate social responsibility and shared value
MODULE 3: LE ADERSHIP IN ORGANISATIONS – FORGING
MODULE 9: MEGA-TRENDS – RECOGNIZING TRENDS, IDENTIF YING
PARTNERSHIPS & TAKING ENTREPRENEURIAL DECISIONS
CHANCES, DEVELOPING BUSINESS MODELS
| “Images of leadership”
| “Trend-analysis techniques”
| Relational leadership – leading (within) networks
| Future scenarios of Industry 4.0
| Moral intelligence – relational intelligence
| Responsibility in global value-chains
| “Leadership 4.0 – Intensive”
MODULE 10: LE ADERSHIP AND POLITICS – PROFESSIONAL POLITICAL
MODULE 4: LE ADERSHIP AND PERSONALIT Y – REFLECTING ON
COMMUNICATION & INFLUENCING POLITICAL DECISIONS
| Details of the political machinery, industry associations etc.
AT TITUDES & MA XIMIZING IMPACT
| Continuity within change
| International codes
| Communication and rethoric
| Governance theories
| “Leadership 4.0 – Intensive” MODULE 5: INTEGRIT Y AND COMPLIANCE
MODULE 11: LE ADERSHIP EXCELLENCE
– PERCEIVING
RISKS
& CONQUERING CHALLENGING MARKETS
IN A US CONTEX T
| Chances of sustainability – the UN’s SDGs / Global Compact
| Integrity und compliance management, corporate culture
| Urbanism as a driver of economic development
| Legal frameworks and societal legitimacy
| Doing business in the US
| Behavioral business ethics MODULE 6: LE ADING PEOPLE
MODULE 12: BASICS (CROSS - MODULE)
– TRUST AS A PRINCIPLE, CONFRONTING
DIFFERENCES, ENCOUR AGING PERSONAL DEVELOPMENT
MASTER’S THESIS
| Leadership through trust | Co-operation and diversity management | “Leadership 4.0 – Intensive” 13
“Luther 2017: Protestant resources of the next modernity” By Ramona M. Kordesch In 2017, the Protestant Church will be celebrating the 500-year
of globalization is not just the need to find common denomi-
anniversary of Martin Luther and the Reformation. The Leader-
nators, but also for stakeholders to reinvent themselves as a
ship Excellence Institute Zeppelin | LEIZ, the Sozialwissenschaft-
group. The act of finding those common denominators must be
liche Institut der EKD (Social Sciences Institute of the German
preceded by an act of creativity that feeds on various regional,
Protestant Church) and the Evangelische Akademie (Protestant
national, cultural and intellectual values. The religious creeds, in
Academy) have seized this opportunity to dodge the mainstream
particular, are a resource that can significantly contribute to the
and host an unusual joint event in Berlin.
success of this process.
In late October 2016, a symposium on “Luther 2017: Protestant
Civil society as a resource of the future
resources of the next modernity” brought together international academics and experts in the Französische Friedrichstadtkirche
The dynamics of modern civil societies, particularly in the con-
in Berlin. Introducing high-profile speakers like Prof Friedrich
text of social issues, is an element whose value is significantly
Wilhelm Graf and Dr Manfred Gentz, Prof Josef Wieland , Direc-
underestimated. In light of global challenges, as articulated e.g.
tor of LEIZ asked whether and how the Protestant tradition may
by the United Nations’ Sustainable Development Goals, civil
inform the future shape of transaction processes in business,
society can no longer be perceived as a purely private sanctu-
the state, and society.
ary of good or an auxiliary sector of a paternalistic state, but ought to be appreciated as a constituent and productive sector
Wieland referenced the management theorist Peter Drucker
of modern societies. This is all the more so as important pro-
who had identified the ‘network society’ as a suitable sociolog-
cesses of value-generation primarily originate in, and have their
ical model to interpret the next modernity, introducing the term
social and political impact in, civil-societal contexts.
into the debate on the economy of knowledge. Drucker states that the process of globalization entails a mission for all relevant
The fact that Christianity, particularly the economic theology of
stakeholders in society to help shape this process. However,
Protestantism, constitutes a resource that shows us the foun-
the process can only be shaped as a global project benefitting
dations of the framework of our own existence is obvious. It
everyone if all nations’ cultural and intellectual potentials
only seems paradoxical that it is the process of globalization
are acknowledged as important and valuable resources and
that calls upon us to review these approaches to understanding
opportunities, and are utilized for a transcultural learning pro-
our existence.
cess. After all, the decisive challenge arising from the process
Contact: ramona.kordesch@zu.de
14
P R O F K L A U S L E I S I N G E R , M E M B E R O F T H E L E I Z- A D V I S O R Y C O U N C I L , A N D P R O F J O S E F W I E L A N D , L E I Z- D I R E C T O R AT T H E L U T H E R 2 0 17 C O N F E R E N C E
What’s the point of Welfare Associations? By Ramona M. Kordesch Since 1897, when Lorenz Werthmann founded the “Charitas
all predictability”, being composed of factors that cannot be
verband für das katholische Deutschland” (Caritas Association
grasped economically, e.g. “creating solidarity in society”?
for Catholic Germany), the Association has undergone several fundamental changes that are closely linked to the highs and
It may be presumed that the long-standing paralysis of the
lows of the history of the German welfare state.
Caritas as a “welfare monopolist” results from the fact that the organization’s solely state-oriented or solely market-oriented
One of the latest such trends which started in the mid-1990s
objectives have now been exhausted. Other stakeholders, for
has been the subjecting of the welfare sector to economic
example the social entrepreneurs who were initially derided,
and business-management criteria. This trend has affected
succeeded in establishing competition to the Caritas in recent
Caritas insofar as until then the Association had effectively
years at least in terms of public perception. The successful dy-
been a privileged partner of the German state, acting on
namization of “civil society” as a productive force, which used
behalf of the latter. The introduction of market-economy el-
to be a sector in which the Caritas ruled supreme, is increasing-
ements into the welfare sector forced Caritas to implement
ly seen as an achievement of such social entrepreneurs.
far-reaching rationalization efforts which, however, may ultimately prove beneficial. Firstly, those public funds which pre-
In the late 1980s, the churches (including Caritas and Diakonie)
viously put Caritas into a possibly too comfortable position are
managed to develop their full mobilization potential for the ben-
now allocated on a competitive basis and may benefit private
efit of their mandate. Things are different today: the churches
suppliers, too. The ensuing necessity for the Association to
are suddenly faced with a productive civil society that no longer
increase its efficiency may – secondly – be the right answer
wants to be regarded as merely a safety net.
to social problems such as, for example, the often underestimated phenomenon of child poverty in Germany. Thirdly and
Does society need Caritas?
finally, it cannot be denied that “social” is currently in great demand.
The challenge of finding an answer to these questions was the starting point of the three-year research project on “Innovation
The Business of Business is Social Business!
Systems of Welfare Organizations” which produced a catalogue of recommendations to the Caritas Association. These recom-
But could a thoroughly rationalized Caritas Association, one that
mendations, which should also benefit other welfare organiza-
is solely guided by economic indicators, live up to its religiously
tions, will be published in spring 2017 in the form of a monograph.
legitimized role that essentially arises from the “inversion of
Contact: ramona.kordesch@zu.de
16
The CSR Evaluator By Isabel Jandeisek A few years ago, LEIZ researchers developed a Corporate Social
innovative management IT systems addressing delimitation
Responsibility (CSR) Evaluation and Management Tool (CSR
problems in combination with a systematic integration of ex-
Evaluator) in order to examine the requirements and challenges
isting procedures of management accounting.
of CSR measurement in business. In 2016, LEIZ conducted a further evaluation of the tool’s performance and its practical
Aside from data availability as one challenge of managing and
efficiency and effectiveness. Using topical measurement con-
measuring CSR, empirical findings indicate that the strategic
cepts for CSR & Shared Value, this evaluation placed a special
advancement of CSR in companies is subject to a continuous
emphasis on greater consideration of stakeholder interests in
CSR learning process. This process informs individual and or-
the economic decision-making processes.
ganizational decision-making in order to integrate stakeholder- specific CSR activities (Stakeholder CSR) into core business
The CSR Evaluator itself focusses on the recording and analy-
operations (Core Business CSR). But how exactly can the dif-
sis of CSR investments for five stakeholder groups: employees,
ference between Stakeholder CSR and Core Business CSR be
partners, customers, society at large, and shareholders. For
captured? In our research, we propose to devise an individual
the survey testing the CSR-Evaluation and Management Tool
and organizational learning process based on the assumption
and its contributions to business requirements, 51 companies
that “shared value creation” (according to M. Porter / M. Kram-
– SMEs as well as multinationals operating in different eco-
er) is the result of a poly-dimensional management effort that
nomic sectors – participated in the study. Companies applied
links the systematic governance of stakeholder resources to
and/or commented on the instrument while also taking part in
the core operations of businesses. The evaluation study takes
workshops conducted by the project team. In the follow-up
up this conceptual distinction and discusses the creation of
stage, a subsequent study was designed to capture and verify
shared value against the backdrop of both approaches: a stake-
resulting findings.
holder-oriented theory of the firm as well as Michael Porter’s generic core business concepts of strategy management.
Strategic advancement through CSR learning processes The results of the research project are currently published as The results of the empirical study indicate that data availability
part of the series “Studies on governance ethics” by Metropolis:
is one of the fundamental challenges of managing and meas-
Wieland, J.; Baumann Montecinos, J.; Heck, A. E. H.; Jandeisek,
uring CSR. Collecting CSR-related monetary data is difficult for
I.; Möhrer, M. (2016): CSR performance. Managing and measur-
companies because of, inter alia, delimitation problems and
ing. Studies on governance ethics, vol. 12. Weimar: Metropolis.
the complexity of the organizational structure. This calls for
Contact: isabel.jandeisek@zu.de
17
T R A N S C U LT U R A L L E A D E R S H I P S U M M I T O C T O B E R 2 0 16 AT Z E P P E L I N U N I V E R S I T Y
Miscellaneous research projects The Corporate Ethical Culture Scale (CECS) – first results
in business and politics, the issue has gained momentum. Our re-
from German organizations (Katharina Gangl)
search project at LEIZ aims to address how organizational factors, such as the working climate, moderate the effects of narcissistic
With the Corporate Ethical Culture Scale (CECS), we developed
leaders on employee behavior. In this project, we have already
an instrument to assess the ethical culture in organizations.
conducted a study with 663 employees from three different
Ethical culture is operationalized through eleven factors across
industries. Additional data collection will be done in 2017.
the following areas:
Contact: matthias.sohn@zu.de
| Compliance factors to prevent unethical conduct | Integrity factors to foster ethical conduct and
Guidance for management personnel „Corporate integrity
| Role-modeling factors to create an ethical social atmosphere.
& compliance – what is really important“ (Josef Wieland)
Based on the CECS, a representative sample of 990 employees
Supported by Clifford Chance, this guidance for management
was surveyed regarding the ethical culture in German organiza-
personnel was created by Josef Wieland, Stephan Grüninger
tions. Results showed that of those eleven factors rule clarity
and Lisa Schöttl (both from the Hochschule Konstanz University
(a compliance factor) scored highest, whereas comfort to speak
of Applied Sciences) in the context of the Forum Compliance
up (an integrity factor) scored lowest. Results also showed that
& Integrity (FCI) founded by Josef Wieland. The guidance pur-
ethical role-modeling of colleagues is more important for ethi-
sues the objective of familiarizing companies’ decision-makers
cal conduct than role-modeling of leaders. Thus, employees
– particularly board members, managing directors, supervisory
of German organizations perceive clear rules which regulate
boards and senior managers – with the basics and the theo-
ethical conduct but do not feel that they have a voice, can raise
retical and applicable concepts pertaining to corporate integ-
problems or can disagree with their supervisors. Low comfort
rity. An association of major companies, FCI aims at fostering
to speak up can be seen as a critical risk to ethical conduct in
exchange on modern, sustainable, and effective integrity- and
German organizations.
compliance management. Its objective is to promote the appli-
Contact: katharina.gangl@zu.de
cation of recognized standards in order to encourage integrity
The effects of leadership narcissism on counterproductive
istration. Among the FCI’s members are: Allianz, Audi, BASF,
employee behavior (Matthias Sohn)
Bertelsmann, Bilfinger, Clifford Chance Deutschland, Daimler,
and compliance in companies, associations, and public admin-
Deutsche Post, Deutsche Telekom, Ernst & Young, Fraport, The effect of leadership narcissism on employee behavior has
Fujitsu Technology Solutions, Robert Bosch, and Siemens.
been on the agenda of research in leadership and organiza-
Contact: silke.rinkenburger@zu.de
tional psychology for decades. In light of the recent scandals 19
Miscellaneous research projects
Notable bachelor’s and master’s theses
Moral Commitment (Carmen Tanner & Nicole Witt)
Recently submitted
Moral intelligence is the ability to process and manage moral
Chiron, Thomas (2016)
problems. According to Tanner and Christen (2014) moral intel-
Diversity Management in German-Japanese Research Coopera-
ligence includes having a moral compass with moral standards
tion at ZF AG. (M.A.)
and values and four main competences: moral commitment as
Supervisor: Prof Josef Wieland
a motivational component, moral sensitivity, moral problem solving and moral behavior. The motivational component, moral
Ermer, Isabelle (2016)
commitment is defined as the willingness and ability to strive
Leadership motivation of the generation Y in the context of the
for moral goals. It is a main feature of moral character and the
discourse on a shortage of female managers (“Die Führungs
central competence of moral intelligence because it affects
motivation der Generation Y im Kontext des Diskurses zum
whether moral issues are recognized, how much effort is put
weiblichen Führungskräftemangel”). (M.A.)
into a problem-solving process and whether the moral goals are
Supervisor: Dr Angelica Marte
implemented into visible action across time and situations even in the face of barriers and threats.
Groos, Ann-Sophie (2016) Defeated by its own defeat device: An analysis of motivational,
The aim of this research project is to develop a theoretical model
perceptional and action-related antecedents of unethical behavior
for moral commitment and to create an instrument to measure
on the example of the Volkswagen emission scandal. (B.A.)
this competence among leaders. The measuring instrument
Supervisor: Prof Carmen Tanner
will be generated in 2017 followed by studies to test its validity and to determine the relationship with other skills, traits and
Jansen, Jochen (2016)
work-related outcomes. With the help of this instrument, we
Intersectoral model for compensation in order to provide per-
will be able to identify morally motivated leaders and influential
sonal data. Big data in the hospital. (M.A.)
factors facilitating or constraining moral commitment.
Supervisor: Prof Josef Wieland
Tanner, C., & Christen, M. (2014). Moral Intelligence: A frame-
Klautke, Lukas (2016)
work for understanding moral competences. In M. Christen, C.
Causes of the Libor scandal – the example of Deutsche Bank
van Schaik, J. Fischer, M. Huppenbauer, & C. Tanner & (Eds.).
(“Ursachen des Libor Skandals am Beispiel der Deutschen
Empirically Informed Ethics: Morality between Facts and Norms
Bank”). (B.A.)
(pp. 119–136). Berlin: Springer.
Supervisor: Prof Carmen Tanner
Contact: carmen.tanner@zu.de
20
T R A N S C U LT U R A L L E A D E R S H I P S U M M I T O C T O B E R 2 0 16 AT Z E P P E L I N U N I V E R S I T Y
P UBL IC AT IONS
New publications CHRIS TEN, M., N A RVA E Z, D., TA NNER, C., OT T T. (2016):
W IEL A ND, J. (2016):
Mapping values: Using thesauruses to reveal semantic struc-
Transculturality and Economic Governance. In: Wieland, J.,
tures of cultural moral differences. Cognitive Systems Research,
Leisinger, K. M. (ed.): Transculturality – Leadership, Management
40, 59–74.
and Governance. Marburg: Metropolis. 12–32.
DOG A N, A ., MORISHIM A ,Y., HEISE, F., TA NNER, C., GIBSON, R.,
W IEL A ND, J. (2016):
WAGNER, A .F., TOBLER, PH.N. (2016):
Relationale Führung und intersektorale Governance. In: Leh-
Prefrontal connections express individual differences in honesty.
mann, M., Tyrell, M. (ed.): Komplexe Freiheit. Wie ist Demokratie
Scientific Reports, 6, 1–12.
möglich? Berlin: Springer. 237–257.
FISCHER, D., ROY, K ., (2016, DISCUSSION PA PER):
Strategic alliances as entry strategies of multinational corpora-
Publications currently in press
tions into emerging markets as a response to a challenging institutional environment: A case study.
BÖHM, G., TA NNER, C.:
Environmental risk perception. In: Steg, L., van den Berg, A. E., FISCHER, D., W IEL A ND, J.:
de Groot, J. I. M.: Environmental Psychology: An Introduction.
Some Aspects of Transculturality. In Wieland, J., Leisinger, K.
West Sussex: Wiley-Blackwell.
M. (ed.): Transculturality – Leadership, Management and Governance. Marburg: Metropolis. 33–43.
G A NGL , K ., K IRCHLER, E., LORENZ, C., TORGLER, B.:
Wealthy tax non-filers in a developing nation: The roles of taxTA NNER, C. (2016):
payer knowledge, perceived corruption and service orientation
Werte und Führung: Werte leben und Werte schaffen. Wis-
in Pakistan. In: Peeters, B., Gribnau, J.L.M, Lemmens, W., Van
senswert, 15–21.
der Have, C. J.: Taxation and Trust: Legitimizing Redistributive Tax Policies. Cambridge: Intersentia.
W IEL A ND, J. (2016):
Wirtschaftsethik. Hannover: Sozialwissenschaftliches Institut
G A NGL , K ., TORGLER, B., K IRCHLER, E.:
der EKD. Reihe Reformation Heute.
Patriotism’s impact on cooperation with the state: An experimental study on tax compliance. Political Psychology.
22
PROF DR JOSEF WIEL AND & TE AM
INEICHEN, C., CHRIS TEN, M., TA NNER, C.:
W IEL A ND, J.:
„Moralische Intelligenz“ in der medizinischen Praxis. Zur Nutzung
CSR – Shared value creation through intersectoral governance.
moralpsychologischer Konstrukte und Messverfahren in klin-
In: Sacconi, L., Degli Antoni, G. (ed.): Handbook on the econom-
ischer Diagnostik und Weiterbildung. Praxis – Schweizerische
ics of social responsibility: individuals, corporations and institu-
Rundschau für Medizin.
tions. Cheltenham: Edward Elgar.
W IEL A ND, J.:
W IEL A ND, J., BAUM A NN MON TECINOS, J., HECK , A ., JA NDEISEK , I.,
Shared Value Creation – theoretical concepts, practical chal-
MÖHRER, M.:
lenges. In: Wieland, J. (ed.): Creating Shared Value – Concepts,
CSR Performance: managen und messen. Reihe Studien zur
Experience, Criticism. Reihe Ethical Economy: Studies in Eco-
Governanceethik 12. Marburg: Metropolis.
nomic Ethics and Philosophy. Heidelberg: Springer.
23
P EOP L E
Management Committee PROF DR JOSEF WIEL AND
– Holder
PROF DR CARMEN TANNER
of the Chair for Institutional Eco-
– Holder
of the Chair for Economic Psy-
nomics, Organizational Govern-
chology and Leadership Ethics,
ance, Integrity Management &
Vice-Director of LEIZ: Carmen
Transcultural Leadership, Director
Tanner, who also holds a pro-
of LEIZ: Prior to his current posi-
fessorship at the Department
tion, Josef Wieland was Profes-
of Banking and Finance at the
sor of Business Administration
University of Zurich and the di-
and Economics with an emphasis
rectorship of the “Center for Re-
on business ethics at the Uni-
sponsibility in Finance”, taught
versity of Applied Sciences, Konstanz. Being an expert in the
and worked at several universities (Bern, Fribourg, Zurich,
field of compliance and business ethics of more than 20 years
Northwestern University in the US, and the Max Planck Institut
standing, he initiated the Forum Compliance & Integrity (FCI)
Jena). Her main research topics are behavioral business ethics
of which he is President, and chairs the German Network of
and moral intelligence.
Business Ethics (DNWE). He is a member of, inter alia, the na-
Contact: carmen.tanner@zu.de
tional CSR Forum of the German Federal Ministry of Labour and Social Affairs and the jury board for the German government’s
DR LENNART BR AND
CSR Award.
Director of LEIZ: Having studied
– Managing
at the universities of Münster,
Contact: josef.wieland@zu.de
Vienna and Edinburgh, Lennart Brand pursued a career in the aviation industry before taking his D. Phil. at the University of Oxford (St. John’s College). After a fouryear spell at Freie Universität Berlin, he joined Zeppelin University in 2012 as Head of University Development before being appointed Managing Director of LEIZ in 2015. Being a literary historian by trade, his research interests focus on German literature of the early 20th century, in particular Ernst Jünger and Karl Kraus. Contact: lennart.brand@zu.de
24
Senior Researchers D R R A M O N A M A R I A KO R D E S C H
–
DR ANGELICA MARTE
– Visiting
Senior Research Fellow: Ramona
Researcher and Senior Lecturer:
M. Kordesch studied Catholic
Having studied business adminis-
Theology and Religious Studies
tration in Zurich and cultural man-
at Graz and Tübingen and was
agement in Linz, Angelica Marte
head of the research unit “In-
pursued a career in the Consum-
novation systems of charitable
er Industry before taking up the
organizations” at ZU until 2016.
post of Research Assistant at
Her research interests include
the Department of Informatics at
non-profit and civil-society re-
Zurich University. Following her
search with a focus on issues relating to stakeholder and interest
PhD at the Private University Witten/Herdecke, she worked as
management through cooperative qualities of civil society or-
Research Affiliate at the MIT Center for Collective Intelligence.
ganizations, based on intersectoral impact concepts such as the
At ZU, she has held a variety of research-, teaching- and adminis-
Collective Impact Approach. At LEIZ, Dr Kordesch is responsible
tration posts over many years, most recently as Executive Direc-
for the “Leadership & Civil Society” research cluster. Outside
tor of the ZU Professional School. Her main research interests
her academic responsibilities, Dr Kordesch runs “Societas Fu-
are leadership, female/mixed leadership, leadership develop-
turae” in Austria – a think-tank for “multi-dimensional entrepre-
ment and diversity.
neurship to shape tomorrow’s world.”
Contact: avm@angelicavmarte.com
Contact: ramona.kordesch@zu.de
25
P EOP L E
Research Assistants DR K ATHARINA GANGL
– Post-doc-
toral Researcher at the Chair of
JULIKA
BAUMANN
MONTECINOS
–
Head of “Transcultural Manage-
Economic Psychology and Lead-
ment Studies” and Manager
ership Ethics: Katharina Gangl
External Relations at LEIZ: Julika
received her Diploma and PhD
Baumann Montecinos graduated
degree in Economic Psychology
in International Cultural and Busi-
at the University of Vienna, Aus-
ness Studies from the University
tria at the Department of Applied
of Passau, including various stays
Psychology: Work, Education,
in China, India, the Dominican Re-
and Economy, and was a visiting
public and Brazil. She pursued a ca-
scholar at the Queensland University of Technology, Australia.
reer in the automotive industry before joining LEIZ in 2014. Under
Her main research areas are ethical behavior in organizations
the direction of Prof Josef Wieland she conducted a research pro-
(e.g. ethical culture and moral commitment) and tax compliance
ject on Corporate Social Responsibility evaluation for the German
(e.g. cooperation between tax authorities and taxpayers).
Federal Ministry of Labor and Social Affairs. Her main research topics are informal institutions and transcultural management.
Contact: katharina.gangl@zu.de
Contact: julika.montecinos@zu.de D R M AT T H I A S S O H N
– Post-doc-
toral Researcher at the Chair of
DOMINIK FISCHER
– Research
Economic Psychology and Lead-
Assistant and PhD student at the
ership Ethics: Matthias Sohn
Chair of Institutional Economics:
earned his MSc at the University
Dominik Fischer studied at Zep-
of Basel and the Nestlé Research
pelin University, the University
Center in Lausanne. Having ob-
of Sydney, the London School of
tained his PhD from the Bundes
Economics and Political Science,
wehr University, Munich, where
and the Indian Institute of Man-
he was affiliated with the Chair
agement. His main research in-
of Management Accounting, he has been with LEIZ since 2015.
terests are leadership, network
His current research focus lies in behavioral business ethics,
governance, and, transcultural management as a response to
behavioral accounting, and behavioral finance.
the institutional environment. In addition, he focuses on CSR
Contact: matthias.sohn@zu.de
and shared value as a strategic tool. Contact: dominik.fischer@zu.de
26
Administration ISABEL JANDEISEK
– Research
Assistant and PhD student at the
ANDREA FRÜH
– Personal Assis-
tant: After working in event mar-
Chair of Institutional Economics:
keting for several years, Andrea
Isabel Jandeisek studied Political
Früh – a graduate in sports sci-
and Economic Sciences at Zep-
ence and business administra-
pelin University, the University of
tion – finally joined ZU in 2011.
Bielefeld, and St Petersburg Uni-
After a series of posts in various
versity. She received a research
departments, she began work-
scholarship for civil-society re-
ing at LEIZ in 2015.
search at Zeppelin University’s
Contact: andrea.frueh@zu.de
Civil Society Center. Her research focus lies in governance ethics and good corporate behavior in the context of the global UN
S I LK E R I N K E N BU RGE R
– Personal
Agenda 2030 for Sustainable Development (Sustainable Devel-
Assistant: After working in the
opment Goals).
banking sector for twelve years and taking six years out to raise a
Contact: isabel.jandeisek@zu.de
family, Silke Rinkenburger, a qual– Research Assis-
ified bank clerk, has worked at ZU
tant and PhD student at the Chair
in various capacities since 2011.
NICOLE WITT
of Economic Psychology and
She has held her post at LEIZ
Leadership Ethics: Nicole Witt
since 2015.
received her diploma in psychol-
Contact: silke.rinkenburger@zu.de
ogy with a minor in mathematics from Heinrich-Heine University in Düsseldorf in 2010 and worked as a market-research consultant after graduation. For her doctoral thesis, she is developing measuring instruments for examining the relationship between moral commitment and responsible leadership behavior. Contact: nicole.witt@zu.de
27
T R A N S C U LT U R A L L E A D E R S H I P S U M M I T O C T O B E R 2 0 16 AT Z E P P E L I N U N I V E R S I T Y
ME DI A SOUR C E S
LEIZ In addition to detailed information on all facets of its research- and teaching activities, the Institute’s homepage offers topical news and various types of resources. Z U. D E / L E I Z
Transcultural Caravan The Transcultural Caravan is a hub of global thinking – about a new type of leadership and the capacity to cooperate as well as to define globally shared interests and values. T R A N S C U LT U R A L- C A R AVA N . O R G
ZU Executive Education
The ZU Executive Education offers part-time Master’s degrees, tailor-made programmes for corporate customers, and intensive focused programmes. Z U. D E / E E
FIF
The Friedrichshafen Institute for Family Entrepreneurship (FIF) engages with the central opportunities and challenges of family businesses with respect to their long-term viability. Z U. D E / F I F
ZU’s online magazine – bite-sized research delicacies on topical issues Z U - D A I LY. D E
Imprint Zeppelin Universität gemeinnützige GmbH Am Seemooser Horn 20 88045 Friedrichshafen, Germany Editor in Chief: Dr Lennart Brand Editor: Julika Baumann Montecinos Art Direction: Philipp N. Hertel Graphic Design: Ulrike von Dewitz