Leadership Log #5 N OT ES FRO M T HE L E A DERS HIP E XCEL L EN CE IN S T I T U T E ZEPPELIN
Leadership Issue
The cover shows the game of Nine Men’s Morris – an ancient game that – albeit rarely – is still played today. It counts as one of the more complex three-in-a-row games. If a player arranges his pieces (men) into a row, this permits him to capture the pieces of his opponent. The winner is the first to capture all save two of his opponent’s pieces.
This and other games throughout history – some of which a featured on the following pages – required players to exercise the very skills that lie at the basis of effective leadership. Foresight, strategic thinking, tactical astuteness, and the ability to perceive the big picture beyond short-term advantages and disadvantages are among the abilities that have at all times characterised successful leaders.
Date: June, 2018.
R O YA L G A M E O F U R
T H E R O YA L G A M E O F U R I S T H E O L D ES T B OA R D G A M E I N T H E WO R L D T H AT I S S T I L L I N TAC T. THE OB JEC T OF THE GAME IS TO MOVE PIECES AROUND THE BOARD W I T H M OV ES BEIN G DE T ERMINED BY T HROW IN G C A S T IN G S T ICKS OR DICE IN T HE SH A PE OF A P Y R A MID.
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 2
“Trust is the key to good leadership.” Prof h c 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
Corporate accounting systems usually neglect the costs of bad
It should be obvious what these cases have in common. Each
leadership. This is puzzling, given the considerable sums in-
of them illustrates that bad leadership is not merely a hypothet-
volved. Three very different examples illustrate what I mean.
ical problem that has no bearing on the real world. Quite the contrary: such leadership generates costs on a vast scale and
Presumably we all remember Enron: the energy company that
may even sink an enterprise altogether!
inflated its profits by reporting operating expenses as investments. When the fraud was uncovered in 2001, the company’s
Psychologists have a great deal to say about the causes of
market value dropped by 78 bn dollars, and class-action suits
such behaviour which are, of course, legion (indeed, this issue
amounting to 7.1 bn dollars were filed against it. Enron’s CEO ,
of the Leadership Log will discuss some of those psychological
Jeffrey Skilling ended up behind bars for fourteen years. So
approaches in depth). However, incidents like the above should
that didn’t go too well. It’s not only criminal intent, though, that
not merely be credited to individual traits but also – and not
can cost companies dear. When in early 2016, an American
least – to an inappropriate, or rather incomplete, understanding
journalist told the then Volkswagen CEO , Matthias Müller that
of the purpose of leadership of business organisations. Most
the V W emissions scandal was “not a technical problem” but
prominent among these misconceptions is the assumption
“an ethical problem”, Müller’s response was: “it was an ethical
that “the business of business is business” or, to use another
problem? I cannot understand why you say that.” Obviously,
hackneyed phrase, that the goal of business is “shareholder
Müller wasn’t aware that the American judicial system poten-
value”.
tially penalises a lack of integrity in leadership behaviour with an increase of the punitive damages imposed on a company
If we survey the history of capitalism since Adam Smith, we
convicted of wrong-doing. Finally, there are the costs of bad
find that, until very recently, it was firmly understood that mar-
leadership in a broader, less evident sense which, though of-
kets and firms are means to create Shared Value for all their
ten ignored, characterises the daily routine of many companies.
stakeholders. The concept of Shared Value (cf. Leadership Log
According to the Gallup Engagement Index, the costs incurred
3/2016) was devised precisely in order to take capitalism back
by staff “mentally resigning” amounted to 105 bn Euros in
to these roots and, thereby, contribute to the prevention of dis-
2016 alone.
asters such as those listed above which affect not only the companies involved but also society in general.
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Having said this, while few people would now disagree that companies have a societal mission, it remains to be explained how leadership can play a role in implementing that mission. This is where Relational Leadership becomes part of the equation. In a nutshell, Relational Leadership describes a notion of leadership that is no longer about the individual leader – the heroic loner at the top of the pyramid who runs an organisation singlehandedly. Rather, it describes a social process between leaders and followers which aims at correlating the collaboration of stakeholders in an economic transaction with each other – among them: shareholders, for certain, but also employees, suppliers, communities, and whoever else has invested specifically in the transactions of a business. Given that the great challenges of our time concern every single one of us, providing businesses with a leadership tool to do their bit seems of paramount importance. Relational Leadership may very well be that tool. The concept of Relational Leadership and the issue of leadership costs will be further discussed on the following pages.
Prof Dr habil Josef Wieland, Director
PROF DR JOSEF WIEL AND
Relational Leadership By Josef Wieland (NB The following sections are excerpts from Josef Wieland’s
can only be granted voluntarily by followers during and through
forthcoming book “Relational Economics – An Economic Theo-
the implementation of this transaction …
ry of the Governance of Business Transactions” which will appear in late 2018.)
Relational Leadership does not substitute transactional and transformational leadership models. Rather, the rationale is to ensure an adequate correlation of leadership concepts with re-
What is Relational Leadership?
gard to the transaction to be executed.
The theory of Relational Leadership interprets leadership not in
Aligning the leadership theory with the specifics of organisa-
terms of an individual’s position, personal traits or charisma but
tional transactions and with the dynamic process of correlating
as the result of a social exchangeprocess between the leader
events with each other facilitates the leadership process to be
and the follower within an organisational and institutional con-
integrated in Relational Economics. Within this theoretical de-
text. Thus, Relational Leadership can and must attempt to influ-
sign, leadership is a triad comprising three elements:
ence both motivation and structures of economic cooperation so that the results sought by all concerned can be delivered
a) An individual and organisational resource for private and public
… With the relation of events being the basic analytical unit,
value creation which has a substantial impact on the produc-
the social differentiation between leaders and followers and
tivity of all contributed – tangible and intangible – resources
the organisational differentiation between managers and staff
that cannot be entirely controlled through authority.
are – if at all – of a merely particular and temporary nature. Depending on the specifics of a transaction, everyone may adopt
b) An asset specific to the transaction and the organisation which
any position … Leadership rests on the followers’ readiness to
contains the uncertainty and contingency of processes by de-
cooperate, and leaders may become judges (conflict resolution,
fining, coordinating and initiating learning processes in coop-
penalisation), experts (superior knowledge), and coordinators
eration projects. By establishing a cooperation objective, it
(deciding on the team equilibrium). In this manner they may
seeks to ensure the continuity of value creation through an
attempt to have an accepted impact on shaping cooperative
order of adaptive governance structures.
relationships between individuals and organisations – primarily by communicating shared knowledge and meaning … If, there-
c) A governance structure aimed at creating a dynamic resource
fore, leadership is a dynamic and continuous social process of
equilibrium within a cooperation, which has a substantial im-
negotiation aimed at the organised execution of transactions, it
pact on that cooperation’s transaction costs …
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With regard to both [earnings and costs much depends on the
transaction angle (setting objectives, coordination, absorbing
leader’s ability to relate (and, if necessary, to rank) the relevant
uncertainty, creating and reinforcing team-identities) costs are
decision logics for each transaction.
incurred by e.g. meetings, team-building, and coaching. These costs cover different varieties of communication, which is pivotal for successful leadership … Finally, there is the governance
The costs of leadership
angle of leadership (creating adaptive governance structures) which – beyond the above-mentioned agency costs – include
Above I described Relational Leadership as a social exchange
e.g. costs for integrity management and costs required for im-
process ensuring that followers accept leaders voluntarily.
plementing a functioning leadership culture.
Leadership in this sense is a dynamic phenomenon that exists
Contact: josef.wieland@zu.de
on all levels of an organisation or network. Relational transactions therefore exclude leadership as a mere agency or supervisory function. In other words, leadership is not just about a boss who decides and directs. Leadership generates both overt and covert costs – and the latter are very often ignored in practical business and leadership theory. Overt costs are agency costs, e.g., monetary and non-monetary benefits such as company cars, company apartments and so forth. Agency costs also include insurance policies covering illegal or illegitimate decisions and their – financial (penalties) and non-financial (reputation, trust) – effects. These overt agencycosts are to be distinguished from the various covert leadership costs. From a resource angle (e.g., character, creativity, culture), the productivity of a team suffers from inadequate leadership methods. Obvious examples are: working to rule; staff lacking commitment, resigning mentally or taking sick leave; and high staffturnover rates. From a 7
Leaders: How to Become an Ethical Role Model? By Carmen Tanner It is hardly controversial that leaders are crucial in determining
haviours toward desirable moral goals beyond purely econom-
the strategic direction and daily operations of an organization.
ic ones. A leader may sometimes have quite clear ideas about
Few would doubt that they are key figures in shaping the en-
what should be done, but he or she may lack a sense of respon-
vironment in which employees work, and in cultivating an or-
sibility and commitment that obliges him or her to pursue such
ganizational culture that may block or facilitate ethical conduct.
goals. Research suggests that commitment to ethical values
Leaders are “moral managers” in that they lead and influence
is an essential motivational source that leads individuals to pri-
followers to develop ethical behaviour. But leaders are also
oritize, initiate and strive towards achieving moral goals. Moral
“moral persons” by communicating and actively living ethical
commitment involves a set of interwoven self-influencing ca-
values and by helping to build relations. In doing so, they have
pabilities (self-leadership) to maintain strength of will. Among
the potential to become ethical role models.
these is the ability to break down ethical values into concrete
Moral intelligence to develop personal integrity
Moral commitment also includes the ability of self-criticism. It
One may believe that value-oriented leadership is simply a mat-
Other essential questions are: Is it also fair and responsible? Is
goals, the ability to self-motivate and to control one’s motivation. is important not just to ask whether something is legal or illegal. ter of having the “right values”. However, research has demon-
it honest? Does it harm other stakeholders? Can I square what
strated that there is often a gap between knowing about values
I have decided with my conscience?
and implementing them. So why do leaders who know what must be done sometimes still fail to take action even when ac-
Moral Sensitivity: Another key prerequisite for moral action is
tion is clearly warranted? Which abilities are required to trans-
the ability to recognize ethical issues when they are at stake in
form ethical values into action? In recent years, the concept
the workplace. A leader should be alert to warning signals and
of moral intelligence (Tanner & Christen, 2014) has emerged
capable of noticing when violations of internal rules or ethical
to propose the underlying psychological resources that are re-
standards arise in practice. Moral sensitivity also includes en-
quired to transfer values into action – to develop personal integ-
visaging whether a given set of actions can harm other people
rity. We define moral intelligence as the individual’s capacity to
or the environment. It therefore also entails the capacity for
process and manage moral problems. With regard to particular
empathic concern. That may sound trivial but realizing that a
individual resources, the following facets are fundamental:
situation may have a moral dimension must not be taken for
Moral Commitment: One central feature of value-oriented
which leaves room for various interpretations. Leaders are
leadership is the leader’s willingness and ability to direct be-
faced with complex situations, making it necessary to attend to
granted. People are usually faced with ambiguous situations,
8
some stimuli while ignoring others. Stress and time pressure,
ethical values can be costly and be associated with unpleas-
cognitive and self-serving biases are among other barriers that
ant consequences. Leaders may be faced with social pressure,
can render individuals “morally blind”.
may risk losing face or even their own career. Therefore, acting upon ethical values sometimes requires the courage to act,
Moral Problem-Solving: Once an ethical problem and the
even when it is costly. By moral resoluteness we mean the ca-
stakeholders involved have been identified, the next challenge
pability that enables leaders to have the tenacity to act consist-
consists of finding viable ways of coping with the situation. Such
ently and persistently upon moral standards, despite pressure.
conflict-solving capabilities include the ability to generate alternatives that may reconcile ethical and economic aspirations. Of
Leadership excellence is far from being simple
course, identifying promising solutions for a problem is often not easy. Problems are often complex and ill-defined, leaving the de-
Nowadays there is broad consensus that ethical values matter
cision-maker uncertain about the range of alternatives and the
in organizations. Therefore, they are usually portrayed in the
consequences they may have. In such contexts one can hardly
organization’s code of ethics. However, such values matter a
find “optimum” but at most “satisfying” solutions. Leaders are
great deal less if they are not put into practice. It goes without
often faced with conflicting stakeholder aspirations, conflicts of
saying that leaders play a crucial role in this endeavour: the
values or interests. Thus, a substantial part of the problem-solv-
responsibility to convey values to others rests with them. Yet,
ing process consists of building on creativity and imagination.
it is a long way from knowledge to action. Moral intelligence calls for more attention to the – anything but trivial – abilities
Moral Resoluteness: Finally, value-based leadership is reflect-
that are needed to put values into practice. To me, becoming
ed in the ability to implement ethical values into visible actions.
proficient in mastering these challenges constitutes leadership
In fact, research has shown that acting upon ethical values in
excellence. Incidentally: Moral intelligence is about abilities
a consistent and persistent manner is a precondition for being
that can be enhanced through learning and repeated practice.
perceived by others as trustworthy, credible or authentic. Nu-
Contact: carmen.tanner@zu.de
merous studies have also revealed that such behaviour supports the development of positive work-related attitudes and
Sources: Tanner, C., & Christen, M. (2014). Moral Intelligence: A
outcomes among employees (such as more organizational
framework for understanding moral competences. In M. Chris-
commitment, job satisfaction, task performance, lower staff
ten, C. van Schaik, J. Fischer, M. Huppenbauer, & C. Tanner &
turnover as well as less unethical behaviour). Of course, the
(Eds.). Empirically Informed Ethics: Morality between Facts and
straight path to virtue can often be very difficult. Acting upon
Norms (pp. 119–136). Berlin: Springer.
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MU TORERE
M U T O R E R E I S A N AT I V E M AO R I G A M E O F B L O C K I N G . P L AY E R S H AV E F O U R P I E C E S E A C H O N A B O A R D T H AT I S S H A P E D L I K E A S TA R . T H E P L AY E R W H O B L O C K S T H E O P P O N E N T F R O M M O V I N G I S T H E W I N N E R .
Leadership in the Light of African Values By Thaddeus Metz, University of Johannesburg, South Africa This essay briefly expounds a conception of good leadership
erative basis, on the one hand, and then striving to promote the
that is largely unfamiliar to the English-speaking research com-
good of all and being sympathetic, on the other. In brief, a com-
munity. Specifically, it draws on the African tradition to develop
munal relationship is the combination of sharing a way of life
a normative account of leadership that is based on the value of
with others and caring for their quality of life, ways of interacting
communion, constituting a plausible alternative to more West-
that are typical of family members, colleagues, and neighbours
ern approaches.
(when at their best). In this way, African moral thought has been fundamentally relational, as opposed to being focused on pleas-
Communion as a Basic African Value
ant experiences, desire satisfaction, or autonomous choices, individualist values that are salient in Western ethics.
According to my interpretation of sub-Saharan morality, relationality is, roughly, an end in itself. An Afro-communal ethic is
From an Afro-communal Ethic to an Account of Leadership
based on a relational maxim often used to capture indigenous or traditional sub-Saharan thought about morality, namely, “A per-
Correspondingly, unlike in the Western literature on leadership,
son is a person through other persons.” Although this phrase is
servant leadership, in which one, through systematic consul-
sometimes used to express a metaphysical claim, it is also rou-
tation, strives to bring out the best in others, is the patently
tinely meant to express an ethical one. In particular, it is often a
predominant theme in the African literature. In addition, the Af-
prescription to become a real self or a complete person, or an
ro-communal ethic provides a distinct specification of what it
exhortation to exhibit ubuntu, the influential Nguni term from
means to bring out the best in others: a good leader is especially
southern Africa for humanness. Such an ethic is a self-realiza-
one who helps others to realize their own personhood, that is,
tion perspective, with the ultimate answer to the question of
their own communal nature. A good leader is one who enables
why one should live one way rather than another being the fact
people to create, sustain, and enrich relationships of sharing a
that it would make one a better person. How is one to become
way of life and caring for others’ quality of life. In sum, a good
a better person or real self? Indigenous Africans characteristi-
leader is someone who brings people closer together.
cally answer with “through other persons”, shorthand for prizing communal or harmonious relationships with other people.
Professor Metz contributed as a keynote speaker to the Trans-
In characterizations by African theorists of how to commune,
cultural Leadership Summit 2017. This text is a short abstract of
harmonize, or otherwise become a real person, two distinct re-
his article “An African Theory of Good Leadership” which will
lational goods are frequently mentioned, namely, considering
be part of a LEIZ publication in Autumn 2018.
oneself part of a group and participating with others on a coop-
Contact: julika.montecinos@zu.de
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Gender and Leadership By Alice H. Eagly, Northwestern University, US Women’s success in attaining leadership roles has grown in
People have stereotypes about leaders
recent decades, but the progress has been slower than many people anticipated. International statistics on legislators, sen-
As demonstrated by research on gender stereotypes, people
ior officials, and managers still reveal a large gender gap, with
expect and prefer men to be agentic – assertive, dominant, and
women occupying only about 20% of such roles. Such statis-
authoritative – and women to be communal – warm, support-
tics differ greatly from those on women’s impressive gains in
ive, and kind. People also have stereotypes about leaders: They
education. Averaged over all nations, women have reached par-
ascribe predominantly agentic qualities to them, making beliefs
ity with men at all levels of education, with women becoming
about leaders more similar to beliefs about men than women,
more educated than men in some nations.
as Virginia Schein demonstrated in her classic “think manager, think male” studies. In this research, participants rated men,
Role incongruity theory
women, or successful managers on gender-stereotypical traits. The results consistently showed that participants thought about
It may seem puzzling that women’s educational attainments
leaders as more similar to men than women. Researchers have
have not produced greater gains in leadership. Public opinion
repeated the Schein study in many nations. My colleagues and I
provides some clues as to why progress has been so slow.
conducted a meta-analysis of 50 of these “think manager, think
For example, in a representative poll of 60 nations, only about
male” studies. We found that, although the association of lead-
half of the respondents totally agreed with the statement that
ership and masculine characteristics has weakened somewhat
“Women are just as qualified as men to lead our country,” and
over time, leaders continue to be perceived as more like men
22% disagreed or disagreed strongly. Similarly, questions ask-
than women.
ing about the desirability of women leading corporations elicited divided opinions, with a substantial majority not being in
Women face special leadership challenges
favour. It is thus fair to say that many people doubt women’s qualifications for leadership.
Much research has demonstrated that this incongruity between
Why do many people believe that women lack the capacity
the leader stereotype and the stereotype of women provides
to be effective leaders? According to role incongruity theory,
particular challenges to women as leaders. On the one hand,
which I formulated in collaboration with Steven Karau, prejudice
they are often perceived as lacking the agency to be effective
against women as leaders flows from the incongruity that peo-
leaders – that is, not sufficiently bold, assertive, and dominant.
ple often perceive between the characteristics that are typical
On the other hand, because of expectations that women are,
of women and the requirements of leadership roles.
and should be, communal, female leaders are perceived as lack-
12
ing sufficient warmth if they behave too agentically. The resulting challenges for women leaders produce a double bind because they face hazards for enacting clearly masculine or clearly feminine behaviour. Related to this double bind, female leaders also have to deal with double standards: for comparable levels of performance they receive somewhat lower evaluations than male leaders, especially in male-dominated roles. As a result, women find it more difficult to attain leadership roles and, because of the double bind, can have more difficulty successfully enacting leadership when they occupy these roles. A labyrinth that requires awareness and planning Many women do cope successfully with these leadership challenges. Because women often suffer a backlash in the form of
P R O F A L I C E E A G LY, P R O F C A R M E N TA N N E R
dislike and lack of cooperation when they act in a clearly dominant manner, their leadership styles tend overall to be more
organizational environments marked by flatter organizational
cooperative and relational than those of men. Thus, the route
structures, accelerated technological growth, increasing work-
to leadership is full of hazards for women, consistent with the
force diversity, and a weakening of geopolitical boundaries.
metaphor that women’s paths to leadership form a labyrinth
Leadership experts now recommend that leaders strive to pro-
that requires awareness and careful planning to reach their
duce democratic relationships, team-based and participatory
goals.
decision-making, delegation of responsibility, and the develop-
Leaders strive to feminine qualities
that meets such descriptions.
ment of subordinates. Women stand ready to enact leadership Contact: carmen.tanner@zu.de
One trend that is encouraging for female leadership is that qualities regarded as characteristic of good leadership have be-
Sources: Eagly, A. H., & Carli, L. M. (2007). Through the Labyrinth:
come somewhat more androgynous over time, incorporating
The Truth About How Women Become Leaders. Boston, Massa-
more feminine, communal qualities. These new themes reflect
chusetts: Harvard Business School Publishing Corporation.
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Leadership in Emerging Markets – A Requirement for Global Value Chains By Dominik Fischer When firms extend their operations abroad, value chains be-
tion with local partners is a prerequisite. Furthermore, joining
come global. Currently, 80% of trade takes place in value chains
business networks (for instance in China, Indonesia, Russia or
linked to transnational corporations. How firms create value is
Brazil) is an additional step. In underdeveloped formal institu-
not only determined by the industry they are in, and by the ex-
tional frameworks, firms benefit from safeguarding resource ac-
tent to which they control or access resources, but by how they
cess and transactions through business networks to collectively
manage their broader institutional environment.
protect themselves from malicious acts that formal frameworks cannot avert. These network relationships need to be managed,
Institutions impose restrictions by defining boundaries and de-
however. We developed an extension of the “Cycle of Leader-
marcating acceptable and unacceptable actions. These back-
ship Making Framework”, tailoring it to network relationships in
ground conditions are the framework within which business
emerging markets to help companies face this challenge.
transactions are embedded. Professional service firms offer consultancy services to deal with formal institutions in foreign
Supply Chain Relationships in India
markets. However, if formal rules are not fully developed or enforced, informal institutions emerge as substitutes. Indeed,
The second project, jointly conducted with the Wittenberg
informal institutions are critical for conducting business transac-
Center for Global Ethics, observes how business relationships
tions in a specific region. This poses challenges to foreign firms
are built and maintained in India. India is considered the most
doing business in these markets, which may be met through
challenging market to enter, even compared to China. Close
network arrangements and alliances involving principal-princi-
contact with senior managers of global corporations has been es-
pal relationships. This, in turn, requires appropriate leadership.
tablished to gain the insights needed to build ten case studies.
Currently, the Leadership Excellence Institute Zeppelin | LEIZ is
All case studies are being empirically analyzed, and a compre-
running two projects investigating the governance of organiza-
hensive framework is being developed. During the process,
tional relationships in emerging markets.
several other findings will be discussed: “What is more important, trust or reputation?”, “What period of time is appropriate
Building Network Relationships
to create a relationship?” and “How long can a relationship last
One of these research projects, jointly conducted with a Dutch
Contact: dominik.fischer@zu.de
before it should be renewed?” university, discusses the contribution of leadership to entry strategies in emerging economies. It becomes evident that to be successful in unknown institutional environments, collabora14
S U R A K A R TA
T H I S JAVA N ES E G A M E W H O S E AG E H A S N OT B EEN D E T ER M I N ED I N V O LV E S A N U N C O M M O N F O R M O F C A P T U R E : A P I E C E I S C ATA P U LT E D A L O N G T H E C U R V E D T R A C K S AT T H E C O R N E R S O F T H E B O A R D T O C O L L I D E W I T H T H O S E O F T H E O P P O N E N T S , T H E R E B Y F O R C I N G T H E I R R E M O VA L F R O M T H E B O A R D .
Challenges of Digital Transformation – LEIZ and SAP launch Joint Innovation Cluster By Isabel Jandeisek and Max Heisterkamp
F R O M L E F T T O R I G H T: C A R L O B E V O L I ( M A N A G I N G D I R E C T O R S A P S U S TA I N A B I L I T Y L A B S ) , O L I V E R D A N C K E R T ( V I C E - P R E S I D E N T S A P S E ) , M I C H A E L M AY E R ( V I C E - P R E S I D E N T S A P S E ) , D R L E N N A R T B R A N D ( M A N A G I N G D I R E C T O R L E I Z )
The era of the Internet of Things – the network of products and
ing in, the digital economy, and thus do not have native digital
machines – is just beginning. Entire value chains are being trans-
structures. And yet, their futures are likely to depend on suc-
formed by digital technology, some of it evolutionary, some of
cessful digital transformation.
it disruptive. Digitalization impacts individuals, businesses and society. This implies both huge challenges and promising op-
Economic and societal change
portunities for companies. The successful exploitation of such opportunities often requires companies to undergo a process
The Lake Constance region, being a highly innovative industri-
of transformation. This particularly concerns well-established
al center, exemplifies many of the unique strengths of German
companies that are not primarily structured around, or operat-
industry which, in the past few decades, has ensured its con-
16
tinued success. At the same time, though, it reflects both the
agement perspective. Therefore, viewing the concept of digital
threats triggered by imminent structural change and opportuni-
transformation from the perspective of a leadership scholar, it
ties for a new industrial revolution. United in their wish to foster
becomes apparent that there is a missing link between the two
the continued success of highly industrialized centers such as
research fields of contemporary leadership studies and digital
the Lake Constance region, SAP SE and the Leadership Excel-
transformation.
lence Institute Zeppelin | LEIZ are joining forces to establish the “Lake Constance Innovation Cluster – Shaping Digital Transfor-
Modern leadership theory: Transformational leadership
mation”. The Lake Constance region will serve as a test laboratory for identifying those factors that will help to successfully
The challenges of digital transformation both require and fos-
manage digitally-driven structural change. Bringing together re-
ter leadership capabilities enabling leaders to meet those chal-
search institutions, technology companies, and relevant stake-
lenges. The challenge of digital-transformation leadership is
holders in the region, the Innovation Cluster is set to identify,
about regenerating businesses that may already be successful
process, and disseminate relevant expertise within as well as
to reap the full potential of information technology across the
beyond our region.
value chain. Modern leadership theories such as transformational leadership are becoming increasingly important. Trans-
Digital transformation needs leadership
formational leadership occurs when leaders broaden and elevate the interests of their employees and when they generate
The process of digitalization and its subsequent effects, de-
awareness and acceptance of the purposes and mission of the
scribed as digital transformation, is the subject of discussion
company. Our research partner SAP, as a leading company for
and debate in general business reviews and by contemporary
enterprise-resource planning software, emphasizes that lead-
business scholars. There is no universally acknowledged defi-
ers with open and digital skills will be needed in the future to
nition, it is probably safe to say that digital transformation de-
successfully lead the operationalization and implementation of
scribes the “basic change of the whole business world by the
digital transformation.
establishment of new technologies on the basis of the Internet with basic effects on the whole society” (PwC 2013, p. 9) or the
The overall outcomes of our research study in terms of digital
“deliberate and ongoing revolution of a company, business mod-
transformation in the Lake Constance region will be presented
el, idea, process, or methodology, both strategically and tacti-
at a conference at Zeppelin University on 21st September 2018.
cally” (Mazzone et al., 2014, p. 8). Digital Transformation has
Contact: lennart.brand@zu.de
furthermore been subjected to research from a critical-man17
Ethical culture: what does it take to prevent future business scandals? By Diana Stimmler The question what it takes to prevent business scandals in the
Compliance culture reduces unethical behaviour
future has become a pressing leadership issue in the light of disasters like the financial crisis and “dieselgate”. Prompted by
Thus, compliance approaches may lead people to regard ethical
such scandals, many leaders have taken measures to increase
standards as an obligation, a necessity to be upheld because
compliance activities within their organizations to prevent viola-
ethical rules demand it. In our own research, we hypothesize
tions of legal and ethical standards through control, monitoring,
that a compliance culture is likely to encourage individuals to
detection and punishment. Experience shows, however, that
develop a heightened sensitivity to norm violations and incurred
these strategies are rarely sufficient and that they can even lead
future losses, thereby contributing to a decrease in unethical
to undesired side-effects, such as an erosion of moral aware-
behaviour. Yet, a compliance culture may also have various dis-
ness and work engagement. Thus, researchers and practition-
advantages, such as reducing people´s intrinsic motivation, mor-
ers alike are increasingly exploring integrity approaches that go
al self-reflection, or creative and innovative potential.
beyond concern for illegal conduct. Instead, they place an emphasis on responsibility for ethical behaviour; with good reason,
Ethical standards as an opportunity
as we can infer from the psychological literature. Integrity strategies, on the other hand, may be more likely to The same overall goal – but different strategic foci
induce individuals to consider ethical standards as an opportunity, a goal to be striven for, rather than an obligation. Such ap-
While both compliance and integrity reflect the same overall
proaches may also draw on the positive emotions that people
goal: ensuring adherence to legal and ethical standards, the con-
sustain from ethical conduct, such as enjoyment and happiness,
cepts also reflect different strategic foci. From the perspective
and may be more likely to encourage creativity and moral prob-
of compliance, leaders in ethics management consider it their
lem-solving skills. On the other hand, they may have a negative
primary goal to prevent norm violations. From an integrity point
effect on individuals’ perceptiveness to violations of rules. As
of view, on the other hand, their objective is to attain ethical
both compliance and integrity approaches have both strengths
goals by promoting ethically sound behaviour. Here, the task of
and weaknesses when it comes to guiding ethical behaviour in
ethics management is to create an environment that supports
business contexts, we conclude that an integrated compliance
individuals to behave according to organizational values, not
and integrity culture is an effective leadership strategy to pre-
because they are extrinsically but because they are intrinsically
vent future disastrous business scandals.
motivated to do so.
Contact: diana.stimmler@zu.de
18
Transcultural Leadership Summit – a successful format moves on By Josef Wieland & Julika Baumann Montecinos In times of global interconnectedness, of global value-creation
thus contributes to the education of future leaders and simulta-
and urbanization, questions of transcultural leadership continue
neously benefits greatly from their creativity and spirit.
to gain in importance. To globally acting organizations, sustainable success is highly dependent on whether they are able to
A starting point for transcultural research
utilize and create transcultural commonalities and opportunities for cooperation. Such an understanding of transculturality calls
Some of the topics discussed at the TLS subsequently lead
for innovative approaches – not only in business and society, but
to the formation of so-called Transcultural Research Groups.
also in academia, in both conceptual and practical terms, and
These Groups bring together international students who work
with regard to both research and teaching. With its “Transcul-
jointly on a common research topic. While the first Transcultural
tural Caravan” and the projects associated with it, the Lead-
Leadership Summit in 2016 focused on China and gave rise to a
ership Excellence Institute Zeppelin | LEIZ aspires to lead the
TRG on transculturality in Hong Kong, the Summit in 2017 took
way. Foremost among those projects is the annual Transcultural
a closer look at Sub-Saharan Africa and produced a Research
Leadership Summit.
Group on “Transculturality and Community. A case study on the Hope Development Initiative in Uganda”.
Transcultural leadership – future leaders Next stop: Brazil Organized by a group of Zeppelin University students under the auspices of LEIZ , the Transcultural Leadership Summit | TLS is
In November 2018, the focus of the third Summit will be Bra-
a conference that provides a learning and exchange arena for
zil. A country with an abundance of natural resources, Brazil is
professionals and young researchers from all over the world. In
characterized by a great richness of culture and by dynamic and
keynote addresses, panels, workshops, interactive presenta-
challenging societal and economic developments. Against this
tions and networking sessions, questions of transcultural lead-
backdrop, Brazil is an instructive focus to explore how respon-
ership and cooperation are discussed in depth. To the students
sible leadership and urban development may be practised, and
organising the event, however, it is far more than that. In the
to learn about Brazil’s role and its potentials in the context of
course of almost one year of preparation, they develop ideas
global value-creation. Together with the students who joined
and discuss them with national and international speakers and
this year’s organizing team, we are looking forward to this next
stakeholders, thereby acquiring hands-on experience of lead-
stop on the Transcultural Caravan’s learning journey!
ership and transculturality, which is further reinforced through
For more information: transcultural-leadershipsummit.com
theoretical and practical training offered by the LEIZ . The TLS
Contact: julika.montecinos@zu.de
19
Inclusive leadership forms an inclusive society – the road is made by walking By Ramona M. Kordesch & Angelica V. Marte Social challenges in the areas of education, employment, and
We are both at the same time: similar and different
migration are making it evident that the civil-society sector has grown ever more relevant for the leadership of companies. Not
Looking into German boardrooms, the outlines of this new road
least against the backdrop of the challenges of labour market
are barely discernable. In terms of culture, gender, age, and
integration, ethical behaviour and civil courage of leaders are
education, diversity is sorely lacking. This is despite research
becoming indicators for companies‘ leadership development,
from ten years ago suggesting that diverse teams are more
and thus also reference values for decision-making. Factors
successful (e.g. 30% of females on all management levels
that – on the one hand – consolidate the collaboration between
increase net profits by 6%). This is also despite observations
welfare state and industry influencing leadership decisions to
that such teams are collectively more intelligent, more ethical
include societal impact and contributing to the stabilisation of
in terms of behaviour, socially more responsible, and ultimately
social prosperity, entail – on the other hand – challenges for
more attractive in the “war for talents”. Whence this resistance
business and entrepreneurship.
to change? The new road of inclusive leadership has turned
Transnational agreements such as the United Nations‘ Agen-
expected. Because “people do not just need to be different,
out to be more difficult, lengthier, and more conflict-prone than da 2030, but also European strategies such as the EU ’s social
they need to be fully involved and feel their voices are heard”.
policy, refer explicitly to multi-stakeholder cooperation, joint
This leads, first, to a fundamental change of leadership hab-
strategies and inclusive leadership from public and private or-
its, second, to participatory, multi-perspective negotiation and
ganisations. Current discussions about the paradigms of social
decision processes, and, third, to an inclusive understanding
welfare that appeal to a broad coalition of stakeholders from
not only of corporate culture and global talent management but
state, industry and the civil society, come across as being truly
also of the impact on society as a whole.
affirming. For the future viability of companies – and of stable societies, for that matter – applying inclusive leadership re-
For 50 years now, there has been a discourse on diversity and
quires closer, more deliberate attention to diverse integrity, and
inclusion in leadership and organizational development. Having
an increased capacity of leaders and leadership teams to think
begun in the 60s/70s in the US with fairness and anti-discrim-
and act beyond organisational and sectoral boundaries. While
ination, this discourse switched, in the mid-1980s, to issues
some would consider inclusive leadership to be an overstat-
of access and legitimacy, then in the 1990s to learning and
ed virtue, others, who regard diversity as a success factor for
impact, and finally spilled over to Europe, arriving at the current
the leadership excellence of organisations, value it as a cultural
discourse on innovation, success factors, and leadership excel-
achievement. But this new road has to be made by walking.
lence. Today’s focus is on the impact of inclusive leadership
20
“ M E I N E S E LT S A M E N G Ä S T E , O D E R D A S G E H E I M E M A H L” ( H E N R I E T T E F L O R I A N , 19 8 4 )
because diversity needs a change of leadership to bear fruit.
tional frameworks, diversity-competent leaders and heteroge-
Constructivist, organizational development defines diversity as
nous leadership teams can enact social engagement thanks to
“we are both at the same time: similar and different, and it all
their ethical and cultural integrity. It goes without saying that a
depends on the observer to decide”.
commitment to an inclusive leadership culture which recognises the benefits of diversity is a demonstration of sustainable
From inclusive leadership to an inclusive society
business development. The fact that progress is often stalled on account of political and economic crises focuses even more
The above-mentioned aspects of inclusive leadership develop-
attention on the work and achievements of civil society. Civil
ment offer a possible road for a social discourse based upon
society constantly strives to achieve social cohesion and in-
a vision of a future, inclusive society. In its 2013 policy brief
clusiveness and, as such, qualifies and accompanies the fun-
“Time to Act: Making Inclusive Growth Happen”, the Organisa-
damental decisions that should nudge society in the right di-
tion for Economic Cooperation and Development (OECD) pre-
rection, both ethically and culturally. As a consequence, it also
sents the paradigms for inclusive growth which would involve
induces companies to develop inclusive leadership in order to
marginalised social groups. In its 2017 update report “Bridg-
create competitive advantages and to ensure future viability on
ing the Gap”, the OECD advocates intersectoral cooperation.
a road that is only made by walking.
Where voluntary commitment acts as a substitute for institu-
Contact: ramona.kordesch@zu.de, a.marte@letsmim.com
21
XIANG QI
T H E C H I N E S E V E R S I O N O F C H E S S , X I A N G Q I I S T H E M O S T F R EQU EN T LY P L AY ED C H ES S G A M E I N T H E WO R L D. A G A M E O F TA C T I C S R AT H E R T H A N O F S T R AT E G Y, I T A D D S N E W E L E M E N T S T O C H E S S : A PA L A C E F O R T H E G E N E R A L A N D H I S AT T E N D A N T S , A R I V E R W H I C H A F F E C T S S O M E P I E C E S ' M O V E M E N T, A N D A C A N O N W H I C H C A P T U R E S B Y J U M P I N G O N T O A N O P P O N E N T.
Leadership between Innovations, Regulation & Compliance By Sabine Wiesmüller & Florian Mueller In a global, highly competitive economic system, innovative
tions addressed towards it. By making sense of these para-
power is a company’s most important resource. Thus, modern
doxes, the firm functions as a standard-setting agency within
leadership needs to provide the best environment for the crea-
Multi-Stakeholder Dialogues in the legal system. In general,
tion of innovations within the company and to bridge opposing
functional systems (law, economy, science ... ) externalize their
demands.
inherent paradoxes via (social) constitutions. Such trends can also be observed in the firm. If we describe the firm as a nexus
Innovation creation and creativity need a safe environment
of stakeholder relations based on relational contracting , we can
where mistakes are permitted and ideas can be tested. Yet, in a
observe a quite efficient way of dealing with system paradoxes
business environment, the trend goes towards more regulation
and complex stakeholder expectations.
and the avoidance of any kind of failure. Regulatory systems are often based on sanction mechanisms, as these have been
Leadership as balancing of oppositions
found to be the most effective means to encourage employees to act compliantly. This punishment often creates a sphere of
There is a reason why companies specifically create heteroge-
uncertainty rather than of confidence and trust, which again
neous teams when innovation is required: tension between bi-
would be needed to innovate. Still, successful innovation crea-
nary positions creates the much-needed middle way for some-
tion seems to need some sort of guidance in order to be most
thing new. Leaders who are capable of effectively allocating the
effective. Concurrent case studies show that company’s man-
firm’s resources (people, values, etc.) between the poles of reg-
agement of innovation becomes more successful if its work-
ulation and innovation, are the competitive edge of a firm. They
force follows a concrete corporate mission, thus when innova-
need the ability to balance out almost binary oppositions – in the
tion is guided towards a desired (normative) outcome.
case of intra-organizational innovation management between
Innovation in the context of system paradoxes
stability. Thus, innovation or standard-setting needs to happen
To bring clarity to this phenomenon, we take a closer look at
think without restraints and leave room for risk-taking.
autonomy and heteronomy, between openness for change and within certain frameworks while still allowing for freedom to the organization. Within the field of socio-legal studies and the concept of Relational Economics, the firm is described as a net-
Contact: s.wiesmueller@zeppelin-university.net
work of inter-firm trades within global value chains. Relational
fl.mueller@zeppelin-university.net
Economics allows the study of system paradoxes and system logics of the firm, as a consequence of stakeholder expecta23
Bundeswehr leadership – something is missing By Andreas Krumtung Every year, the report by the German Parliamentary Commis-
panied by both sides taking on further responsibility. Soldiers
sioner for the Armed Forces lists a series of equipment failures
should be encouraged to take responsibility not merely for their
and personnel shortcomings as well as some serious cases of
own individual actions but also for the development and the ac-
military misconduct within the German armed forces. What
tivities of the Armed Forces as an organisation. Responsibility
role does the system of leadership play when it comes to pro-
must not be abdicated upwards until there is barely any (special-
viding troops with sufficient and well-educated personnel as
ist) understanding of the actual problem remaining (following
well as satisfactory equipment, and to preventing soldiers from
the “passing the buck” principle); rather, solutions to challeng-
crossing ethical, moral and legal boundaries? Since its inception,
es need to be sought where the challenges actually arise. This
the concept of “Innere Führung” has given the German Bunde-
in turn requires military leaders and politicians to grant soldiers
swehr a normative ideal image of the soldier. It should ensure
freedom and confidence. Also, these leaders need to enact the
that soldiers develop their own conscience, based on the princi-
established system of values in a loyal and exemplary fashion
ples of human rights and the constitution (Basic Law) and use it
irrespective of party-political affiliation or one’s own career op-
as a benchmark for all their actions. The German armed forces
tions. Mission-type tactics or iterative leadership processes
have thus developed an ethical compass that, although firmly
provide appropriate basic leadership principles that have long
embedded within the leadership elite, is barely understood in
been present. They must simply be deployed in an appropriate
the ranks below. Moreover, this concentration on ethical bench-
manner (again).
marks does not always help to solve current challenges. Other factors such as performance, communication, cooperation and
Andreas Krumtung took his Master’s degree at Zeppelin Uni-
moral values within the organisation are decisive for attaining
versity and has been a LEIZ scholar since 2016. Before that, he
the common goal. The trade-off between these different no-
served as an commissioned officer in the German Navy for 13
tions of values can only succeed in a system of open and credi-
years and took a diploma in economics (2008). Currently a re-
ble communication. In the armed forces system this means that
search fellow at The Open Government Institute ( TOGI , Zeppe-
the most important stakeholders – soldiers and politics – have
lin University), he is developing an Open Data and Data Driven
to communicate with one another on an equal footing and in the
Innovation Strategy for the public administration.
sense of a common objective. The restraint to getting involved
Contact: andreas.krumtung@zu.de
in political conflicts that soldiers on active service tend to exercise has to be discarded in favour of honest and equitable debate on the sense and purpose, the mission and the desired and actual capabilities of the armed forces. This would be accom24
Miscellaneous projects Who cheats? ( Matthias Sohn )
GAHRM members over three weekends and via a remote-learn-
ing online platform. Exercises and real-life business cases were Why do some people cheat, and others do not? This question
circulated and discussed weekly, enabling students to gain best
has been on the agenda of psychology and behavioural-eco-
practice from global companies and to evaluate them critically.
nomics research for decades. The traditional economic model
The content of the online seminar was prepared through pres-
suggests that wealth-maximizing individuals are honest only as
entations, videos and case studies which were followed up by
long as the rewards for honesty outweigh the incentives of be-
discussions. Students received immediate feedback and were
ing dishonest. When they (financially) benefit from being honest
able to collect credit points on completion of the course.
or when the probability of being detected increases, individuals
Contact: dominik.fischer@zu.de
are honest; otherwise they lie. This model has more recently been questioned: individuals perceive there are intrinsic costs
Entry into emerging markets – the need to collaborate with
of lying related to internalized norms which restrict them from
local partners ( Dominik Fischer )
being dishonest. In a joint research project with the University of Zurich and the University of Geneva, the Leadership Excellence
The case study is being jointly conducted with the Indian Insti-
Institute Zeppelin | LEIZ is investigating which characteristics of
tute of Management, Kolkata. We perceived that transnational
an individual allow predections regarding his or her (dis-)honesty.
corporations require local partners when operating in an emerg-
To do so, we conducted an experiment on cheating in a finance
ing market. The case study supports and substantiates our fur-
setting and conducted a survey on a series of personal values
ther studies on leadership in global value chains. The company
and characteristics. Ultimately, we aim to solve the conundrum
we observed is a global food & beverage company entering India
why – in the same situation – some people cheat, and others do
even though the primary product has a strong rival in the Indian
not. We are currently in the data-analysis phase of the project.
culture – namely coffee competing with tea. After an unsuccess-
Contact: matthias.sohn@zu.de
ful start with a non-local partner the corporation chose a local partner for its second attempt. The domestic partner provides
E-learning course on transcultural leadership and global HR
both access to resources and local knowledge – mainly – about
( Dominik Fischer )
the foreign institutional environment which consists primarily of informal institutions. Another challenge is to gain access to rare,
In conjunction with the Global Association of Human Resourc-
well-positioned retail locations. Our findings indicate that consid-
es Management (GAHRM), LEIZ has conducted an e-learning
erable commercial advantages may be expected if the relation-
course on challenges of leadership & HR in a transcultural con-
ship with the local partner is managed well, which constitutes a
text. The course was a first attempt to introduce multi-channel
call for relational and complexity leadership in this context.
education at LEIZ . Lectures were held by LEIZ lecturers and
Contact: dominik.fischer@zu.de
25
Notable bachelor’s and master’s theses Recently submitted Bechtolsheim, Paul (2017)
Merkle, Jörn Magnus (2017)
Machiavellian Leadership: Positive and negative implications of
Value Creation within Ecological Limits – Reframing Ecological
Machiavellian leaders and potential measures to reduce their
Limits into Corporate Strategy (B.A .)
negative implications (B.A)
Supervisors: Prof Josef Wieland, Isabel Jandeisek
Supervisors: Prof Carmen Tanner, Dr Matthias Sohn
Pröpper, Nele (2017) Fiedler, Christian (2017)
How can culture-related transactions costs appear in an or-
Enacting Relational Contract – An Attempt to Relate Meaningful
ganisation? A qualitative case study at Rolls-Royce Power
Studies to Ralational Contracts (B.A .)
Systems AG (B.A .)
Supervisors: Prof Josef Wieland, Isabel Jandeisek
Supervisors: Prof Josef Wieland, Dominik Fischer
Giulini, Sophie (2017)
Ressel, Juliane (2017)
Describing intersectoral partnership building processes for
Managing Risk in Insurance Companies in Future Markets (B.A .)
Shared Value Creation in the Context of Uncertainty (B.A .)
Supervisors: Prof Josef Wieland, Dominik Fischer
Supervisor: Prof Josef Wieland
Ries, Tamara (2017) Held, Katharina (2017)
Narcisstic vs. Moral Leader Traits: How Ethical Culture moder-
Changing executive communication. An empirical investigation
ates the Relation between these Leaders and their Employees'
into the challenges of digital transformation („Führungskräfte-
Counterproductive Work Behavior and Turnover Intention (M.A .)
kommunikation im Wandel. Eine empirische Untersuchung zu
Supervisors: Prof Carmen Tanner, Dr Matthias Sohn
den Herausforderungen der digitalen Transformation“) (M.A .) Supervisiors: Prof Josef Wieland, Susanne Arndt
Salice-Stephan, Antonin (2017) Transcultural by biography. A comparative study on the transcul-
Koch, Nicola Stefan (2017)
tural competences of “biculturals” and “monoculturals” (M.A .)
The Sustainable Development Goals as drivers of Corporate Re-
Supervisors: Prof Josef Wieland, Julika Baumann Montecinos
sponsibility and Sustainable Investment? Opportunities, Risks and Prospects. (M.A .)
Savanin, Tanja (2017)
Supervisors: Prof Josef Wieland, Isabel Jandeisek
Transcultural Management in the Case of Hong Kong (M.A .) Supervisors: Prof Josef Wieland, Dr Lennart Brand
26
Publications New publications
Stiegeler, Johannes (2017)
K ATSAROV, J., CHRISTEN, M., MAUERHOFER, R.,
Integrating CSR -Innovation into Start-Ups – Testing the Rele-
SCHMOKER, D. & TANNER, C. ( 2017 )
vance of the SPM3 Maturity Model in the Start-Up Context (M.A .)
Training moral sensitivity through moral games: A review of suit-
Supervisors: Prof Josef Wieland, Dominik Fischer
able game mechanisms. Game and Culture, 1–23.
Suhm, Linda (2017)
KORDESCH, R. M. ( 2017 )
My private account – qualitative research into potential corpo-
Christsein in der Zivilgesellschaft, in: Lebendiges Zeugnis,
rate risks caused by social media use („Mein privater Account
Heft 3/2017
– eine qualitative Forschung potenzieller Unternehmensrisiken aufgrund von ‚Social-Media-Nutzung‘“) (B.A .)
KORDESCH, R. M. ( 2017 )
Supervisors: Prof Josef Wieland, Dominik Fischer
Die Arbeit der Zivilgesellschaft. Kooperationsherausforderungen einer globalen Welt, in: Theologicum Heft 2/2017
Weiss, Florine (2017) Leadership of Organizations: A Focus on Leadership in one of
MASKE, M., SOHN, M. & HIRSCH, B. ( 2018 )
the Largest German Corporations (M.A .)
Zur nachhaltigen Ausrichtung der Vergütungssysteme im Top-
Supervisors: Prof Josef Wieland, Dominik Fischer
Management von Versicherungen – Eine Literaturanalyse und Gestaltungsempfehlungen für die Unternehmenspraxis. Betriebswirtschaftliche Forschung und Praxis, 70(1), 47–66. WIEL AND, J. ( 2018 )
Corporate Integrity in China – International Rules and Cultural China, in: Senff, Ph., Zhang, R.: Goveranance, Risk and Compliance Management in China, 7–10. WIEL AND, J. ( 2018 )
Transkulturelle Führung und Kooperation – Grundzüge und Perspektiven des Forschungsprogramms der „Transcultural Management Studies“, in: Forum Wirtschaftsethik Jahresschrift des DNWE , 25. Jahrgang, 112–122. 27
P EOP L E
Management Committee Prof Dr Josef Wieland – Holder
Prof Dr Carmen Tanner – Holder
of the Chair for Institutional Eco-
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 : An expert in the field of
fessorship at the Department
compliance and business ethics
of Banking and Finance at the
of more than 20 years standing,
University of Zurich and the di-
he initiated the Forum Compli-
rectorship of the “Center for Re-
ance & Integrity (FCI) and chairs
sponsibility in Finance”, taught
the German Network of Business Ethics (DNWE) . He is a mem-
and worked at several universities (Bern, Fribourg, Zurich,
ber of, inter alia, the national CSR Forum, the jury for the German
Northwestern University in the US, and the Max Planck Institut
government’s CSR Award, and the Advisory Council for Sustain-
Jena). Her main research topics are behavioural business ethics
ability of the government of the federal state of Baden-Würt-
and moral intelligence.
temberg. In the context of the German G20 presidency in
Contact: carmen.tanner@zu.de
2016/2017, Prof. Wieland co-chaired the working group “Sustainability in Global Value Chains” within the Think20 process.
Dr Lennart Brand – Managing
Since 2017, Josef Wieland has been Vice-President (Research)
Director of LEIZ : Having studied
of Zeppelin University.
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 four-year 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. 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
28
Senior Researchers Dr Ramona Maria Kordesch –
Dr Angelica Marte – Visiting
Senior Research Fellow: Ramona
Researcher & Senior Lecturer:
M. Kordesch studied Catholic The-
Angelica Marte pursued a career
ology and Religious Studies at Graz
in the consumer industry before
and Tübingen and was head of the
becoming a Research Assistant.
research unit “Innovation systems
Following her PhD at the Private
of charitable organizations” at ZU
University Witten/Herdecke, she
until 2016. Her research interests
worked as a Research Affiliate
include non-profit and civil-society
at the MIT Center for Collective
research. At LEIZ , Dr Kordesch is
Intelligence. At ZU , she has held
responsible for the “Leadership & Civil Society” research cluster.
several research and teaching posts. Her main research inter-
Outside her academic responsibilities, Dr Kordesch runs “Socie-
ests are female/mixed leadership, leadership development &
tas Futura” in Austria – a think-tank for “multi-dimensional entre-
diversity. Her research has been supplemented by film mak-
preneurship to shape tomorrow’s world.”
ing in different societies. She founded “mim_more is more”, a
Contact: ramona.kordesch@zu.de
company focusing on pioneering inclusive organizations with a gender-balanced leadership approach.
Dr Halit Ünver – Visiting Re-
Contact: a.marte@letsmim.com
searcher: IT engineer and economist, studied at Ulm University. Scientist at the Research Institute for Applied Knowledge Processing (FAW /n) focusing on globalization, digital transformation, and transcultural issues. He was a Daimler AG trainee in the fields of trucks, global IT management and R&D. He completed an executive education programme at Imperial College London Business School, is a member of EIT young leaders group and a fellow of Stiftung Mercator. Since 2015, he has participated in the T 20 process within the G 20 presidency. Contact: halit.uenver@zu.de 29
P EOP L E
Research Assistants Dr Matthias Sohn – Post-doc-
Dominik Fischer – Research
toral Researcher at the Chair of
Assistant and PhD student at the
Economic Psychology and Lead-
Chair of Institutional Economics:
ership Ethics: Matthias Sohn re-
Dominik Fischer studied at Zep-
ceived his MS c at the University
pelin University, the University of
of Basel and the Nestlé Research
Sydney, the London School of
Center in Lausanne. Having ob-
Economics and Political Science,
tained his PhD from the Bundes
and the Indian Institute of Man-
wehr University, Munich, where
agement. His main research in-
he was affiliated with the Chair
terests are leadership, network
of Management Accounting, he has been with LEIZ since 2015.
governance, and transcultural management as a response to
His current research focus is behavioural business ethics, be-
the institutional environment. In addition, he focuses on CSR
havioural accounting, and behavioural finance.
and shared value as a strategic tool.
Contact: matthias.sohn@zu.de
Contact: dominik.fischer@zu.de
Julika Baumann Montecinos –
Isabel Jandeisek – Research
Head of “Transcultural Manage-
Assistant and PhD student at the
ment Studies” and Manager Ex-
Chair of Institutional Economics:
ternal Relations at LEIZ : She
Isabel Jandeisek studied Political
graduated in International Cultur-
and Economic Sciences at Zep-
al and Business Studies from the
pelin University, the University
University of Passau, including
of Bielefeld, and St Petersburg
various stays in China, India, the
University. She received a re-
Dominican Republic and Brazil.
search scholarship at Zeppelin
She pursued a career in the auto-
University’s Civil Society Center.
motive industry before joining LEIZ in 2014. Under the direction of
In 2016, she was invited to be a visiting research scholar at FDU ,
Prof Wieland she conducted a research project on CSR evaluation
New Jersey. Her research focuses on governance economics,
for the German Federal Ministry of Labour and Social Affairs. Her
corporate responsibility, shared value creation, and the role
main research topics are informal institutions, transcultural man-
of innovations for the global UN Agenda 2030 for Sustainable
agement, and corporate responsibility in a transcultural context.
Development.
Contact: julika.montecinos@zu.de
Contact: isabel.jandeisek@zu.de
30
Administration Diana Stimmler – Research As-
Andrea Früh – Personal Assis-
sistant and PhD student at the
tant: After working in event mar-
Chair of Economic Psychology
keting for several years, Andrea
and Leadership Ethics: Diana
Früh – a graduate in sports sci-
Stimmler studied Sociology, Pol-
ence and business administra-
itics and Economics at Zeppelin
tion – joined ZU in 2011. After a
University and at Hallym Univer-
series of posts in various de-
sity in South Korea. She went on
partments, she began working
to graduate with an MS c in Psy-
at LEIZ in 2015.
chology of Economic Life from
Contact: andrea.frueh@zu.de
the London School of Economics and Political Science in 2017 before returning to LEIZ . Her research primarily focuses on cor-
Silke Rinkenburger – Personal
porate ethical culture and behavioral business ethics.
Assistant: After working in the
Contact: diana.stimmler@zu.de
banking sector for twelve years & taking six years out to raise a fa-
Nicole Witt – Research Assis-
mily, Silke Rinkenburger, a qualified
tant and PhD student at the
bank clerk, has worked at ZU in var-
Chair of Economic Psychology
ious capacities since 2011. She has
and Leadership Ethics: Nicole
held her post at LEIZ since 2015.
Witt received her diploma in
Contact: silke.rinkenburger@zu.de
psychology 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 behaviour. Contact: nicole.witt@zu.de
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C A P TA I N ´ S M I S T R E S S
T H I S I S T H E O R I G I N A L V E R S I O N O F T H E G A M E T H AT H A S B E E N C O M M E R C I A L LY D E V E L O P E D IN TO T HE G A ME W E NOW K NOW AS CONNEC T FOUR. HOW E V ER T HE COLOURFUL PL AS TIC S T Y LING A N D N O I S Y R AT T L E O F T H E M O D E R N G A M E D I S G U I S E A M U C H L O N G E R P E D I G R E E . I N D E E D , A C C O R D I N G T O L E G E N D T H E G A M E WA S E V EN P L AY ED BY T H E G R E AT N AV I G ATO R C A P TA I N C O O K .
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In addition to detailed information on all facets of its research and teaching activities, the Institute’s website offers topical news and various other resources. Z U. D E / L E I Z
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