A Systemic-Integrative Leadership Model: The Case of Carbo Tech Composites GmbH

How can leaders, employees, and organizations learn and develop fast enough to deal with accelerating complexity in a global world and with ongoing economic changes, in order to provide long-term high-level employee performance, which is the central goal of leadership? This study proposes a systemic integrated leadership model that combines leadership, organizational learning, and organizational development. The starting points are the following questions: How can long-term high-level employee performance be developed and what are the key influencing factors? To this end a new systemic-integrative leadership model has been developed. In this model, three influencing factors at the system levels, namely, organization/structure, team, and self-management, and three influencing factors at the process level, namely, communication, vision/purpose and trust and control, all derived from systems theory, have been established, all of which are understood to enhance performance. The Austrian company Carbo Tech Composites GmbH is being used as a case to demonstrate how the systemic-integrative leadership model can be implemented in an organization, in order to meet company challenges and enhance long-term performance. To this end a three-stage implementation process was defined. First, the methodology of in-depth interview was applied in order to get an overview of the organization’s current situation, interdependencies and their underlying explanations. Secondly, having analyzed the data collected from the in-depth interviews, the results were reported to and discussed by the executives of the company. In order to reach agreement about the objectives and the measures required to optimize long-term performance for this company in its specific situation, the intervention method of open space technology was selected. Through an open space intervention, measures to optimize the six performance influencing factors were elaborated and agreed upon as binding. Keywords: systemic leadership, organizational change, change leadership, leadership, self-management, trust, performance, structure, vision, team, system, process, organization, communication
Herbert Gölzner in: Management Studies, Vol. 1, Nr. 1, pp 1-13