{"id":9166,"date":"2014-02-28T12:25:43","date_gmt":"2014-02-28T11:25:43","guid":{"rendered":"https:\/\/schloemmer-partner.at\/consulting\/leadership-virtual-agile\/"},"modified":"2024-03-06T11:51:28","modified_gmt":"2024-03-06T10:51:28","slug":"leadership-virtual-agile","status":"publish","type":"page","link":"https:\/\/schloemmer-partner.at\/en\/consulting\/leadership-virtual-agile\/","title":{"rendered":"Virtual tour"},"content":{"rendered":"

By the term “virtual leadership”, we mean a style of leadership that is intended to transport companies and our society safely into the new era. “Virtual or agile leadership” describes a process of influence that is set in motion by modern information technologies to bring about changes in the attitude, perception, emotions, thinking and behaviour and\/or performance of individuals, groups or organizations.<\/p>\n

For us, the term “virtual and agile leadership” also includes the conviction that intrinsic motivation is more important than control and command.<\/strong><\/p>\n

We have developed the Supportive Leadership\u00a9<\/a> concept for this purpose.<\/p>\n

Of course, modern managers have to ask themselves why employees have to sit in the office and use time recording tools when they can be “always on” and communicate with colleagues virtually via Skype, Whatsapp, Google Apps and cloud technology.
\nAnd why strategy and design need to change when every digital process can be documented and evaluated.<\/p>\n

Framework conditions for the development of agile and virtual leadership<\/strong><\/p>\n

Above all, the role model and the backing of top management are seen as central here. The company management should not just give the go-ahead. Rather, this is based on the desire to leave “top-down” freedom and show more openness for “bottom-up” activities.<\/p>\n

Accordingly, changing the corporate culture is also the second most important prerequisite for agile leadership, followed by the<\/strong> competencies of managers.<\/strong><\/p>\n

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