ESMT UPDATE
Special Issue: Leadership
04/2011
Organizational
dynamics
Research
Decision
Making
Communication
Business
Recruitment
Organizations
Coach
Development Management
Teaching
International
Networks
Leadership
Opportunities
Team
Challenges
Talents
Goals
Result-oriented
Diversity Perspectives
Konstantin Korotov, Associate
taking to avoid possible negative develop-
Professor and Director of the Center for
ments. If the leader can’t inform people
Leadership Development Research at ESMT,
about outcomes of decisions on a course of
answers three questions posed by ESMT
action, specific projects, or employee fu-
alumnus Nicolai Zaepernick, Business Devel-
ture, they should provide information about
opment Automotive & Industry at EOS.
the process, e.g., when decisions are expect-
INTERVIEW
ed. Bigger goals need to be broken into a
series of smaller achievable targets to maintain the self-efficacy of the followers and to
provide the leader with opportunities to
change the course of action without looking clueless, inconsistent, or desperate.
How can diversity be fostered without
having quotas and imposing rules?
It is necessary to have a clear understanding
of why diversity is important for a particular
How can small and mid-size companies attract
company. It may be a reflection of the
young talents when they do not have obvious
changing workforce or clientele or an oppor-
(hierarchical) development possibilities?
tunity to tap into a wider talent pool. In or-
Small and mid-sized companies have more
ganizations with many different types of
opportunities to let people see the end results
people, it is important to help diverse mem-
of their work efforts. Combined with direct
bers of the workforce understand what they
contact to end customers, this can be a pow-
have in common and then explore impor-
erful motivator for young, talented people
tant differences. For example, a global team
who are increasingly looking for jobs that
may need to take into account variations in
they find meaningful. Smaller companies
religious holiday schedules and adjust proj-
may emphasize chances for entrepreneurial
ect time lines and levels of engagement at
behavior, non-routine assignments; respon-
different times of the year.
sibility and career progress can be related to
For companies that aspire to increase the
the acquisition of new skills, rotation
diversity of its employees, recruitment prac-
through a variety of organizational tasks
tices and sources of new talent need to be
and jobs, and exercising leadership in project
reassessed. Setting quotas for the minimum
management roles.
What needs to be changed from a leadership
percentage of candidates from diverse
perspective in times of highly volatile mar-
scouting beyond traditional talent pools.
kets, especially when there are downturns?
However, unless the company creates an
When things do not work as expected due
environment where people can develop a
to unfavorable market conditions, people
shared core while maintaining their indi-
need to know about both the seriousness of
vidual differences, the diversity recruitment
the situation and the steps the leadership is
efforts will not lead to sustainable results.
groups may actually encourage talent
2011 at ESMT
by Jörg Rocholl
This ESMT Update is devoted
to leadership. The importance of responsible and
sustainable leadership is
embedded in the school‘s
mission to develop entrepreneurial leaders who think globally, act responsibly,
and respect the individual. Leading ESMT
has proven to be an exciting experience
for me, as the school continues in its
rapid development. 2011 has been no
exception, and I would like to take a short
look back at just a few of the highlights
of the year.
ESMT placed among the ten best business schools in Europe and 17th globally
in this year‘s Financial Times Executive
Education ranking. In the Aspen Institute‘s
ranking Beyond Grey Pinstripes, a global
rank of sustainability in MBA programs,
ESMT was ranked 4th in Europe and 29th
globally, underpinning the importance
ESMT places on responsible business
education.
ESMT enrolled its largest Executive MBA
class with 50 students joining the Class of
2011-2013. In general, the school‘s campuses in Berlin and Schloss Gracht were
full – with executive education participants, MBA and EMBA students, and visitors to the many events hosted by ESMT.
These included the ESMT Annual Forum,
numerous Open Lectures with international academics and experts, MasterClasses
with top CEOs, and the largest Alumni
Network meeting to-date. ESMT faculty
members have not only been teaching,
researching, and publishing, but have also
initiated many events, including the Sustainable Business Roundtable, the Startup Roundtable, and academic seminars
on topics concerning finance, behavioral
economics, and marketing.
I look forward to working together as ESMT
continues its journey forward in 2012.
Best regards,
Page 2
Special Issue: Leadership
Identity Challenges of Women Leaders
by Natalia Karelaia, Assistant Professor, INSEAD and Laura Guillén, Assistant Professor, ESMT
Despite legislation and companies’ effort
women leaders believe their gender and
ing, higher work-related stress levels, and
aimed at reducing gender inequality, the
leader identities are, because the character-
lower overall life satisfaction. Furthermore,
number of women leaders in top manage-
istics and behavior typically expected from
the study hypothesized that, paradoxically,
ment teams is slow to take off. For example,
managers and women dramatically differ. In
identity interference enhances women’s
in Europe, women hold only about 12% of
particular, gender stereotypes prescribe
sense of duty to take on leadership roles. A
companies’ board seats. Scholars have sug-
more communal behavior to women, that is,
sample of 722 female managers with vary-
gested that to advance in modern organiza-
being more “warm,” nurturing, caring, coop-
ing managerial experience from diverse
tional hierarchies, women have to deal with
erative, selfless, and supportive. In contrast,
industries and countries provided supporting
“second generation” of gender bias – subtle
men are often described as possessing and
evidence for these hypotheses. The study
obstacles rather than overt discrimination.
requiring agentic characteristics such as
also shows that women working in the orga-
A joint research project between ESMT and
assertiveness, confidence, direction, com-
nizations with a higher proportion of men
INSEAD faculty seeks to advance the under-
petitiveness, and problem-solving. These
experience more identity interference and
standing of how the way women leaders
male characteristics are strongly ascribed to
believe that others do not hold women in
perceive themselves contribute to the gen-
successful leaders, thereby revealing a
high regard. Moreover, the results showed
der gap in leadership positions. The objec-
think-leader-think-male stereotype and
that women leaders’ personal regard for
tives of this project were to reflect on what
making gender stereotypes particularly
their female identity buffers the detrimental
leadership means to women in managerial
pernicious for women leaders. We study
effect of identity interference on life satis-
positions and understand what variables
whether women leaders perceive a clash
faction. Our research suggests that in order
are related to women’s motivation to take
between the roles of woman and manager
to retain female talent, organizations
on and persist in leadership roles.
(what is referred to as identity interfer-
should pay attention to women’s self-per-
The way individuals define themselves is
ence), identify the situations where this
ceptions as leaders, understand how current
influenced by their personality traits and their
clash is especially pronounced, and docu-
organizational practices may harm collec-
common identification with a collectivity or
ment the consequences of identity interfer-
tive self-esteem of women leaders, and
social category. For example, one might
ence for women.
what new practices can be put in place in
describe herself as a mother, friend, leader,
The study hypothesized that identity inter-
order to cultivate their collective self-esteem.
political activist, European, and German. In
ference is associated with lower “pleasure”
laura.guillen@esmt.org
this project, the focus is on how congruent
that women associate with the act of lead-
Take a dual step method
Ulrike Helbig, ESMT Executive MBA Class of 2010-12 and Managing Director at the Deutsche Krebsgesellschaft,
reflects on Natalia’s and Laura’s research and shares her experience regarding female leadership challenges.
INTERVIEW
What is your experience regard-
cated, so for men, the message should be
ing the “think-leader-think-male” stereo-
conveyed in a “male style.” It is similar for
type Laura and Natalia describe?
women, as they, too, are mostly trained in
I think it is still mostly true. There may have
the more male way of communicating.
been some single changes or strides made,
What is your/your company’s position
but to be perceived as strong leaders, women
regarding the much-discussed quota for
still have to stress more “male” attributes. But
female executives?
this, of course, still does not guarantee suc-
Quality counts. Even if a quota were estab-
cess. For this reason, it is quite a personal deci-
lished for the Deutsche Krebsgesellschaft,
sion to which degree women want to adopt a
it already would be fulfilled, so there is no
common “leadership language,” in order to
actual need for it in my organization.
maintain a certain position or to go further.
Do you think “leadership” needs to be a
What advice would you give women who
part of you or can you “learn” it?
are about to take on a leadership position?
That is a difficult question. Maybe it comes
I would advise them to take a dual step
easier for some than for others. But it defi-
method. Take the female approach to framing
nitely can and should be learned. To be effi-
processes/problems and finding possible so-
cient in reaching goals, leadership is needed
lutions, and then, in a second step, adjust how
not only in top job positions, but also in “low-
they want to achieve the defined goal based
er” ones and even in many everyday situa-
on the mostly male surrounding. The receiver
tions. Awareness of different techniques and
defines how messages need to be communi-
continuous training helps very much.
Special Issue: Leadership
Page 3
Diversity needs trust
by Zhike Lei, Assistant Professor, ESMT
If you glance around your office, chances are
The investigation starts with the premise
more, in organizations with firmly estab-
that not everyone is just like you. As demo-
that age diversity in nursing teams is a dou-
lished power structures such as hospitals,
graphics change, diversity has become a key
ble-edged sword: while teams of different
the interpersonal risks of speaking up can
element of the modern business landscape,
age groups have broader perspectives,
be particularly acute. Team leaders are often
and managing a diverse workforce has be-
better responses and stronger connections
high-status senior nurses whose role and
come an imperative for corporations. Accord-
to diverse patient groups, age differences
stature may be intimidating to younger
ing to a joint study of Zhike Lei, ESMT, and
also mean different training, thinking, com-
members.
Simone Kauffeld and Nale Lehmann-Willen-
munication patterns, and technological
The research project found that open appre-
brock, Technische Universität Braunschweig,
skills. These differences can intensify emo-
ciation of age diversity can mitigate the
one strategy to reap the benefits of team di-
tional conflicts, increase work stress, and
challenges imposed by diversity in the
versity requires a work environment where
impair both the nurses’ performance and
healthcare context, and can improve the
employees trust each other and have inter-
well-being. They are further increased if
nurses’ work attitudes and wellbeing. It is
nalized the different backgrounds of their
tasks look ambiguous and hierarchical sys-
consistent with the literature on trust and
colleagues to an extent that these no longer
tems prevent asking for advice. Specifically,
psychological safety to propose that appre-
define them as special groups.
expressing work-relevant thoughts, doubts,
ciation of age diversity helps to open up and
Based on a survey of 137 nurses in a large
and feelings can be unexpectedly difficult
share insights without fear of being disre-
hospital in Germany, the research team has
when they may oppose the views of a ma-
spected. Only in an environment of trust do
studied the psychological mechanisms guiding
jority and/or superiors. In a diverse team
people learn and focus on problem solving
diverse nurse teams to excel and learn, with a
where people usually have different opin-
rather than on self-protection.
particular focus on age diversity as one of the
ions, it might feel natural to take the path of
zhike.lei@esmt.org
most pertinent concern in nursing practice.
silence rather than face conflict. Further-
Different team culture and leadership style required
Oliver Bilal, Managing Director, Head of Sales at Pioneer Investments, a global investment management group, talks about his
experience with age-diverse teams and asks for more research on how to re-integrate older-aged workers into the workplace.
How can a team benefit from
What are the challenges?
A commitment to age diversity is inevitably
Diversity by definition is based on differenc-
connected to the issue of how to integrate
es. As a result, very often the sum is more
older co-workers in the workplace. Over the
than the individual parts. Team members
last decades, early retirement policies have
with large deviations regarding their age fol-
been popular in many developed countries
low different approaches to corporate life.
like Germany. These policies have led to a
These differences are strongly driven by dif-
workforce with a narrow age span from late
ferent needs. For example, a young co-worker
20s to the mid-50s. One of the large groups
will tend to work to build a career and family
within the structurally unemployed is consti-
while an older co-worker will tend to be more
tuted by the mid- to end-50s who do not get
having members of many different ages?
driven by the goal of self-fulfillment. This of-
back to a workplace once unemployed at that
Every generation has its own characteristics.
ten leads to conflicts and misunderstandings
age. Given the grim outlook of an aging soci-
Generally speaking, younger people tend to
within teams with great age diversity which
bring in new, more out-of-the box perspec-
needs to be managed well within the team
ety – the German “Statistische Bundesamt”
forecasts that by 2050, every 2nd German
tives, challenge the status quo, while seniors
and also well-led by senior management.
citizen will be 50 years old and beyond – we
tend to make more comprehensive decisions
How does Pioneer Investments support team
as a society are forced to embrace the older
thanks to their experience. Like any other
building and team work within departments
generation. This requires a different team cul-
firm, we at Pioneer Investments try to antici-
with many age-diverse employees?
ture and leadership style which not only inte-
pate change in our markets, clients, and com-
One of our corporate values is to embrace di-
grates older co-workers, but also makes the
petitors so that we can adopt and front-run
versity and openness to change. We believe
best use of their distinctive skillset. We are
new developments. Therefore, both “out-of-
that diversity in culture, gender, and age
yet short of instruments and techniques from
the-box, challenging the status quo” think-
makes the difference as does a strong focus
research in the field of an aging workplace
ing as well as more universal decision making
on team culture. Hence we are focused on
which takes into account much greater age
to consider all stakeholders, our clients, and
building teams that feature large diversity,
diversity. Prof. Pöppel from the LMU Munich
our society must be well-balanced in our
also regarding age.
is one of the few brain scientists who has
teams. A team which features a distinctive
From your perspective, on which area or chal-
done research and applied models with re-
age span will be better equipped to succeed.
lenge should researchers focus in the future?
gard to the so-called “Generation Plus.”
INTERVIEW
Special Issue: Leadership
Page 4
ESMT’s Center for Leadership Development Research
Established in 2008, the ESMT Center for
aimed at helping current and aspiring lead-
Topics of the past years included “Tricky
Leadership Development Research (CLDR) is
ers realize their potential for the benefit of
Coaching: Dealing with Difficult Cases in
a platform for collaboration between aca-
organizations and societies.
Leadership Coaching” (2009) and “The
demics, educators, executive coaches, and
The CLDR regularly presents its research and
Courage to Coach: When the Coach is on the
practitioners in the field of leadership devel-
findings at international conferences, in-
Line” (2010). In 2011, the ESMT Coaching
opment. The center’s research activities aim
cluding the annual conference of the Acad-
Colloquium takes place December 16-17
to enhance the understanding of leadership
emy of Management and the International
and focuses on “Sex, Money, Happiness, and
development in modern organizations, e.g.,
Leadership Association. Once a year the cen-
Death: Reflections in Leadership Coaching”
how companies support their employees in
ter organizes the ESMT Coaching Colloqui-
(see below). On February 8-10, 2012, the
making transitions to leader roles, how peo-
um. This advanced professional develop-
ESMT center and the Harvard Medical School
ple embrace or create opportunities for
ment and research event for top global
learning to lead, and how leadership in or-
leadership coaches, academics, and HR pro-
Affiliate Institute of Coaching will organize
the 4th International Coaching Research
ganizations evolves. Members of the CLDR
fessionals
Forum on “Defining Moments in Coaching:
also engage in research and practice of ex-
stretching and expanding current under-
Shaping a Future” in Hong Kong.
ecutive coaching as a professional service
standing of coaching practice and research.
konstantin.korotov@esmt.org
offers
an
environment
for
The people behind the center
Andreas Bernhardt
Laura Guillén
Konstantin Korotov
Program Director and
Assistant Professor of Orga-
Director of the Center for
Executive Coach, ESMT
nizational Behavior and Lead-
Leadership Development
Customized Solutions
ership Development, ESMT
Research and Associate
Professor, ESMT
Manfred F. R. Kets de Vries
Elizabeth Florent-Treacy
Distinguished Affiliate Profes-
Zhike Lei
Research Project Manager,
sor, ESMT and The Raoul de
Assistant Professor in
INSEAD Global Leadership
Vitry d’Avaucourt Chaired Clin-
Leadership, ESMT
Centre (IGLC)
ical Professor of Leadership
Development, INSEAD
Bülent Gögdün
Svetlana Khapova
Ulf Schäfer
Program Director and
Associate Professor of
Program Director, ESMT
Executive Coach, ESMT
Career Studies, VU University
Customized Solutions
Customized Solutions
Amsterdam, and Visiting
Professor, ESMT
***
Introducing Matthew Bothner
ESMT Coaching Colloquium 2011
Matthew Bothner joined ESMT as full profes-
practicing leadership coaches, Human Re-
sor and Deutsche Telekom Chair in Leader-
sources and Learning and Development pro-
ship and HR Development in March 2011.
fessionals, and management consultants to
Before coming to ESMT, the US native was a
enhance their knowledge, skills, and net-
visiting associate professor of sociology and
works through intensive collaboration and
a fellow at the Center for the Study of Econ-
peer-consultation on challenging or unusual
omy and Society at Cornell University. His
cases in the practice of leadership coaching.
current research addresses the measure-
Participation in the colloquium is based on
ment and consequences of social status in
submission of competitive papers and case
several empirical settings, including venture
studies in which experienced coaches and
capital, professional sports, and higher ed-
HR professionals discuss coaching situa-
ucation. In addition, he has developed com-
“Sex, Money, Happiness, and Death: Reflec-
tions and share their ways of handling
putational models both to better under-
tions in Leadership Coaching” is the topic of
those. In 2011, the emphasis is on cases
stand factors affecting the evolution of
this year’s ESMT Coaching Colloquium tak-
that demonstrate self-reflection on difficult
cumulative advantage and to clarify the
ing place December 16-17, 2011, at ESMT
and perhaps taboo topics as experienced
optimal strategies for leading tournaments
Campus in Berlin. The event is jointly orga-
and perceived by the coach. The topic for
for peer recognition among scientists.
nized by ESMT and the Kets de Vries Institute.
the 2012 ESMT Coaching Colloquium is al-
matthew.bothner@esmt.org
It serves as an opportunity for academics,
ready set: “Different!” coaching@esmt.org
Special Issue: Leadership
Page 5
Leadership Development: Beyond the Quick Fix
by Manfred F. R. Kets de Vries, INSEAD and ESMT, and Konstantin Korotov, ESMT
Retaining talent is like pushing a wheelbar-
hope that the program will get them out of
For the leaders of today, action clearly takes
row full of frogs; if not taken care of, they
the rut and push them to reinvent them-
precedence over reflection; to think deeply
can jump out at any time. Members of
selves. Other applicants are looking for
about your own leadership style and its con-
senior management must make an effort to
profit with purpose; they want to leave
nection to the success of the organization
bring out the best in people, create high
some kind of legacy. Sometimes the reason
within the context of our personal satisfac-
performance teams and high-performance
for participating may be much simpler: a
tion and happiness is regarded as an unaf-
organizations. How to go about this, how-
quest for specific skills such as emotional
fordable luxury. However, if the setting is
ever, is another matter because leadership
intelligence, visioning ability, team-building
right, a leadership development program
development is not a quick fix. Although
capacity or a change in leadership style. All
with time for reflection can have a transfor-
many people, including those entering lead-
in all, executives are seeking a transforma-
mational effect on the executive concerned.
ership development programs, are impa-
tional learning experience.
It may become part and parcel of the overall
tient for results to materialize, we should
We define transformational leadership de-
change executives want to make for them-
understand that people need time to evolve.
velopment programs as learning experienc-
selves in order to function at their best.
Educating leaders is a process and leader-
es that use specific methodologies to create
In responding to these needs, we go to great
ship development a serious business. In-
a transitional, intermediate space for expe-
lengths to create a space where executives
vesting in educational opportunities is what
riencing inner and outer worlds that enable
will be encouraged to engage in reflection,
differentiates great businesses from the
executives to “play” fantasy games. These
exploration, and experimentation. As a result
simply mediocre.
transitional phenomena belong to the realm
of such personal change efforts, we expect
In running executive education programs,
of illusion, which is at the basis of the initia-
them to become more effective in leading
we have discovered that a fairly common
tion of experience (Winnicott, 1951). As
others, in leading organizational change
agenda is the participants’ desire to make a
such they are powerful activities that create
efforts, and in creating high-performance
real change in their professional and per-
tipping points (Kets de Vries & Korotov,
teams and organizations. We also hope
sonal lives. Many executives enter the pro-
2007). The pedagogy used must conform to
their subjective well-being or happiness will
gram with the aim of taking a significant
the expectations of executives. The aim is to
improve, and that they may attain a better
next step on their career trajectory; others
increase self-awareness, to overcome per-
work-life balance.
have come to the realization that they have
sonal blockages, and to acquire a more
konstantin.korotov@esmt.org
been functioning on “automatic pilot” and
sophisticated repertoire of behaviors.
Research with Impact
BOOKS
and Konstantin Korotov, Edward Elgar, 2011
Laboratoriya identichnosti [Identity Laboratory] by Konstantin Korotov in Harvard
Tricky coaching:
The coaching kaleidoscope: Insights from
Difficult cases in
the inside by Manfred F. R. Kets de Vries,
leadership coaching
Laura Guillén, Konstantin Korotov, and Elizabeth
Identity-based leader development by Her-
by Konstantin Korotov,
Florent-Treacy, Palgrave, 2010
minia Ibarra, Scott A. Snook, and Laura Guillén
Manfred F. R. Kets de
Vries, Andreas Bernhardt,
and Elizabeth FlorentTreacy, Palgrave, 2011
A result of the first ESMT Coaching Colloquium in 2009, this book takes an objective look
Coach and couch: The psychology of making
better leaders by Manfred F. R. Kets de Vries,
Konstantin Korotov, and Elizabeth Florent-
Psychodynamic issues in organizational
Korotov, Svetlana N. Khapova, Michael B.
includes reflections on why people become
Arthur in Organizational Dynamics, 2011
trickiness. Even more powerful are the open
and honest stories of coaches themselves.
Harvard Business Press, 2010
ARTICLES / BOOK CHAPTERS
the coach’s point of view. The rich collection
overview of common situations that lead to
practice, ed. Nitin Nohria and Rakesh Khurana,
WORKING PAPERS
Career entrepreneurship by Konstantin
advice on how to write up case notes; and an
in the Handbook of leadership theory and
Treacy, Palgrave, 2007
at the realities of executive coaching from
coaches (and why some people should not);
Business Review Russia, 2010
Transformational leadership development
programs: Creating long-term sustainable
change by Manfred F. R. Kets de Vries and
Konstantin Korotov in The handbook for
leadership by Manfred F. R. Kets de Vries,
Konstantin Korotov, and Elizabeth FlorentTreacy, 2011
Emotional intelligence and leadership effectiveness: The mediating influence of collaborative behaviors by Laura Guillén and Elizabeth Florent-Treacy, 2011
teaching leadership: Knowing, doing, and
Is leadership a part of me? Identity central-
Leadership development: International
being, ed. Scott A. Snook, Nitin Nohria,
ity, self-role alignment, and the motivation
library of critical writings on business and
Rakesh Khurana, Sage, 2011
to lead by Laura Guillén and Konstantin
management by Manfred F. R. Kets de Vries
Korotov, 2011
Page 6
Special Issue: Leadership
Overview of ESMT leadership development programs
Executive Transition Program (in English)
beyond the obvious, conscious, and rational
Leading through Crises (in English)
This modular 3 x 10-day program is designed
side of human functioning, adding the oppor-
This program focuses on the components
for executives moving from a functional role
tunity to discover and learn about productive
involved in actively managing high-profile
in an organization to broader leadership
as opposed to non-productive motivations
crises in complex organizations. Participants
responsibilities. The ETP is an intensive,
that individuals subconsciously follow in or-
will learn to prioritize activities and better
transformational experience that helps man-
ganizations.
communicate during different stages of a
agers make the critical leap to being a leader.
Next run 2012–2013: Module I September 17–28,
Next run in English 2012: March 6–9
crisis. The program also focuses on strategies
Next run in German 2012: Module I March 5–9,
to transfer lessons from crises to organiza-
Module II February 18–March 1,
Module II June 13–15
tional change.
Module III June 10–21
Young Leaders Program (in English)
Next run in 2012: November 12–14
General Management Seminar (in German)
NEW: Führung für jüngere Führungskräftee
Developing Leaders (in English)
Aimed at executives who are about to or
(in German)
HR and organizational development profes-
have just taken on a senior role, this pro-
Young leaders face many challenges and
sionals will explore the foundations, key suc-
gram is an essential building block in the
expectations, and it takes time to fully mas-
cess factors, and methods necessary to build
careers of such executives. It offers thor-
ter them. The program – also offered in Ger-
and sustain excellent leaders. The program
ough insights into all general management
man from 2012 on – gives an introduction
assess processes and systems against best-
topics such as strategy, corporate gover-
into the reality of leading, leadership styles,
practice examples and the latest thinking.
nance, finance, and innovation.
constructive behavior, and the pitfalls young
Next run in 2012: September 25–28
Next run 2012: Module I September 2–8,
Module II October 7–13, Module III November 11–17
leaders should avoid.
NEW: Update Personalentwicklung
Next run in English 2012: Module I March 13–16,
(in German)
Management Update (in German)
Module II April 25–27
Contents of the program are determined to a
By providing the latest updates about corpo-
large extent by participating HR develop-
rate management and leadership, this pro-
Next run in German 2012: October 8–12
NEW: Leading with Psychological Intelligence
gram gives new impulses to experienced
(in English)
demographic change, talent, diversity, and
leaders. Management Update also covers
This program responds to an increasing de-
retention management, change processes,
current topics like the financial crisis and as-
mand by executives looking to enhance their
and management of competencies.
pects of corporate governance and their im-
leadership efficacy through better connec-
Next run in 2012: February 22–24
plication on a company’s management.
tions with subordinates, peers, and superiors.
Die Führungskraft als Coach (in German)
Next run 2012: Module I March 19–22,
Next run in 2012: November 21–23
This program for senior executives focuses
Module II June 18–21
Change Management (in German)
on coaching of employees or teams as part of
Leading People and Teams (in English)
Leading change is a tough challenge. The aim
the leadership function within companies
Führung von Mitarbeitern (in German)
of this seminar is to equip executives with
with flat hierarchies and decentralized deci-
These programs are a “leadership laboratory”
tools and concepts to design successful change
sion-making structures.
in which participants explore the “why” and
processes together with their employees.
Next run: March 26–28, 2012
“how” of behavior in organizations. They go
Next run in 2012: May 7–10
ment professionals and cover topics such as
How to make the most of your leadership program
by Konstantin Korotov
1. Make sure the program fits with your
4. Minimize the interference with your time
8. Take note of your key ideas and thoughts
level of experience and your current and fu-
and energy in the program. Let people know
at the end of the program. Share these, as
ture professional needs. If you are not sure,
in advance that you are away and your avail-
well as feedback about the program, with
set up a conversation with the program direc-
ability is limited.
your boss and your HR contact.
tor and/or your HR contact.
5. Meet as many new people as possible
9. If your course has a follow-up element
2. Free up valuable time for interaction with
during the course. Use it as an opportunity to
(for example, telephone coaching), make sure
your fellow participants by completing pre-
learn from their leadership experience, and
that it is in your calendar and use it.
program assignments, such as readings, in-
contribute to their learning by sharing yours.
10. Stay in touch! Your fellow participants
struments, or a 360-degree feedback, before
6. Make full use of faculty and coaches in-
and faculty are eager to learn about your
the start of the program.
volved in the course, as they are there for you!
progress and to continue helping you in your
3. Solicit input from your boss before the
7. Use coffeebreaks, lunches, or evening ac-
leadership growth.
program. Speak about your expectations as
tivities as course time and opportunities to
well as hers or his.
interact with the faculty and participants.
Special Issue: Leadership
Page 7
“The conductor and the orchestra serve as a powerful metaphor”
Ulf Schäfer, Program Director at ESMT Customized Solutions, talks about aspects of leadership within the world of orchestras –
especially in the case studies Orpheus Chamber Orchestra (2010: Bülent Gögdün, Ulf Schäfer), Barenboim: Adaptive leadership
(2010: Ulf Schäfer, Konstantin Korotov), and Authorizing Leadership: The critical orchestra (2011: Shlomo Ben-Hur, Ulf Schäfer).
How does that work?
The unusual, experimental setup allows us
This requires that members of the orchestra
to study social processes. Although young,
substitute the missing leader. The selection
the conductors are the authority figures in
of the program, the interpretation of a score
the workshop’s setup. But the seniority of
of music, the coordination of rehearsals –
the musicians as well as the workshop char-
these are all results of a discourse of all mu-
acters lead to the phenomenon that the
sicians. We have identified three main ele-
young conductors need to quickly establish
ments within the group: Ideology, Culture,
their own authority by showing competence
and Structure. In comparison to corporate
in music making and in handling people.
life we need to be aware that Orpheus is a
Otherwise, the musicians start to undermine
chamber music piece and they are rarely
their authority. When we analyze this situa-
the world of orchestras? Why music?
ever performed with more than 40 musi-
tion, we understand that followers want to
I guess because I like music. The conductor
cians. We see the value of this case study in
be led but simultaneously challenge their
and the orchestra serve as a powerful meta-
the absence of a formal leader. That helps
leaders and that leaders must proactively
phor. There are parallels between our stereo-
us to better reflect the notion of leadership.
authorize themselves and that they need to
type of the almighty conductor and our idea
Looking at the Critical Orchestra we find a
respond appropriately to attempts to un-
of a business leader – the one who has a
highly experienced orchestra consisting of
dermine their authority.
vision of what results should look like, the
musicians from Berlin Philharmonic or
If you want to know more about the parallels
one who motivates, empowers, and controls
Leipzig Gewandhaus who were led by rather
of conductors and business leaders, you can
the people with a move of his hand.
inexperienced conductors. What’s the aim
read the entire interview with Ulf Schäfer at
Orpheus is an orchestra without a conductor.
of such a project?
http://www.esmt.org/info/interview
INTERVIEW
Aspects of leadership within
Case studies on leadership you should know
Thank you, but no, thank you
why people don’t want to be leaders
by Ulf Schäfer
Do you really think we are so stupid? A let-
1.
Fear of responsibility / Decision making
by Konstantin Korotov, Ulf Schäfer, and
2.
Work-life balance / Other priorities in life
Urs Müller
3.
Fear of having to deal with people issues
Taking charge: Jürgen Klinsmann and the
4.
Fear of being constantly under watch
German national soccer team 2004-2006
5.
Fear of losing identity as an expert
(2008) and Taking charge: Jürgen Klinsmann
6.
Fear of failure
at Bayern 2008-2009 (2009)
7.
Fear of having to explore new frontiers
8.
Fear of corporate politics
9.
Inability to support strategy of company
ter to the CEO of Deutsche Telekom (2009)
by Christoph Burger and Ulf Schäfer
United Airlines 173 and 232 (2008)
by Jan Hagen
10. Having to lead former colleagues
ESMT Annual Forum with the International Leadership Association
Leading Across Generations:
Workforce Challenges and Opportunities
June 13–15, 2012 · Berlin, Germany
Short-listed
ESMT MBA places in top 5 in Europe
in global sustainability ranking
Page 8
MasterClass with Henning Schulte-Noelle
At the last MasterClass of the year on Decem-
ESMT placed 4th in Eu-
ber 6, ESMT MBA students welcomed Henning
rope and 29th worldwide
Schulte-Noelle, one of the school’s founding
in the Aspen Insti-
leaders and member of the supervisory
tute’s ranking of sus-
boards of Allianz, E.ON, and ThyssenKrupp.
tainable MBA programs
He shared his experience in governance with
Beyond Grey Pinstripes.
the students, especially the functions, tasks,
ESMT was especially strong in the areas of
and responsibilities of a supervisory board.
business impact and student exposure. Be-
Head of Development: becky.gilbert@esmt.org
yond Grey Pinstripes is a biennial ranking
***
that serves as an industry benchmark for
environmentally and socially responsible
New book: Counter Strategies
business education. E.ON Chair in Corporate
In the recently published book
nology-based companies on global B2B-mar-
Responsibility: cb@esmt.org
Counter Strategies in Global
kets. Olaf Plötner draws a new blueprint for
Markets, ESMT Dean of Execu-
global B2B-companies and the mindsets of
tive Education Olaf Plötner
those thriving in developed and developing
explores the situation of tech-
markets. olaf.ploetner@esmt.org
***
Leveraging Corporate Responsibility
ESMT Dean of International
Relations and E.ON Chair in
***
recently
The international management develop-
ESMT Alumni Network Annual
Meeting and Fellowship
published Leveraging Corpo-
ment network EFMD has commended the
For the eighth consecutive time and with
rate
The
ESMT case study “Partnership in design, de-
record attendance, ESMT held its Alumni Net-
Stakeholder Route to Maximizing Business
velopment and delivery of the Certified Client
work Annual Meeting on October 22. A spe-
and Social Value. He and his co-authors
Advisor Program.” The case study, written
cial premiere this year was the introduction
Sankar Sen and Daniel Korschun identify the
by ESMT faculty member Jan U. Hagen and
of sessions featuring alumni as experts and
psychological levers behind stakeholder
the Deutsche Bank, received the award in
speakers. Another highlight was the official
expectations and responses to CR activities.
the professional development category.
founding of the Alumni Network Fellowship,
They systematically explain how and when
Now in their fifth year, the EFMD Excellence
which will support an MBA candidate from
CR activities fulfill their promise of “doing
in Practice Awards recognize outstanding
the non-profit area and was made possible
well by doing good” for people, planet, and
partnerships in learning and development.
thanks to donations from ESMT alumni and
profit. cb@esmt.org
jan.hagen@esmt.org
staff. becky.gilbert@esmt.org
Corporate
CB
Responsibility
Bhattacharya
Responsibility:
EFMD commends ESMT case study
***
***
***
Farhad Dilmaghani, Director of Corporate
Jörg Rocholl appointed to Finance
Ministry’s economic advisory board
“Call to Action” to support
more women at board level
Communications, Marketing and Govern-
German Minister of Finance Dr. Wolfgang
CB Bhattacharya joined representatives from
mental Relations at ESMT has been ap-
Schäuble has named ESMT President Jörg
leading European business schools at the
pointed State Secretary in the Berlin Senate
Rocholl to the economic advisory board of
invitation of EU Justice Commissioner Viviane
in the area of Labor, Integration, and Women
the Federal Ministry of Finance. The advisory
Reding to complement her initiative to
as of January 1, 2012. At ESMT since 2009,
board was established more than 60 years
obtain more gender balance in European
Farhad Dilmaghani has been a great support
ago to provide qualified advice with a scien-
boardrooms. The result is the launch of a
to the development and the growing suc-
tific foundation. The board compiles a wide
“Call to Action” to shatter the glass ceilings
cess of the school. press@esmt.org
variety of appraisals for the Ministry of
which impede senior women executives from
Finance. press@esmt.org
acceding to corporate boardroom seats
All the best to Farhad Dilmaghani
throughout Europe. cb@esmt.org
Editorial team: Farhad Dilmaghani, Director Corporate Communications, Marketing, and Governmental Relations (V.i.S.d.P.),
Martha Ihlbrock, Media and Corporate Communications Officer, Christiane Herzog, Marketing Manager
Founders and benefactors of ESMT
Original (Find from our FTP)
Recreated PMS
ESMT. The business school founded by business.