Course: “Leadership, Culture and Change Management”, June 9 (EIPA, Maastricht)

The role of manager will be decisive in determining the success or failure of the (digital) transformation in the world of work. Transformational, inspirational or even employee-focused leadership has long been a topic of discussion, and is only increasing in relevance. The attitudes and mindsets of the workforce need to be shaped. Employees need to be inspired to accept new things and thus to embrace processes of change in order to ensure the enduring implementation of reforms.

Managers are currently having to cope with the crisis, a challenge that is also seeing them act as role models. Over the past year, virtual leadership or ‘remote leadership’ has turned into a challenge ‘overnight’, as homeworking has increased. In times of crisis, and in view of increasing flexibility in working times and places of work, trust and control through goals, traditional management structures and time measurement systems have begun to partly replace previous patterns (control mechanisms). New forms of cooperation and collaboration need to be promoted and managed virtually, fears need to be minimised, resilience (including one’s own) needs to be strengthened, and communication needs to be encouraged. Within this, the personal responsibility of employees can be relied upon.

A range of experiences is relevant to the reorientation of leadership development moving forward. Agile structures are likely to become the new normal, as well as aspects of Work 4.0 and New Work. The next generation of managers needs to be adequately prepared. Here too, laboratories can serve another important function.

In addition to the development of skills and promoting commitment, health promotion that is geared towards prevention is increasing in importance – including when it comes to employer attractiveness. With mental health in mind, it is important to configure good working relationships and conditions. Good leadership and collaboration as well as a working environment characterised by appreciation are becoming key areas for action within today’s BGM strategies in administration. Physical health and resilience (both individual and organisational) are slowly becoming core issues, especially within the context of absenteeism in public administration.

Against the backdrop of change in the world of work, with rapidly changing requirements, the handling of performance changes – which can have manifold causes – is also becoming relevant. It is here that HR development, the BGM and diversity management at the interface with inclusion are required.

We wish to broach these relevant future topics, against the background of leadership and collaboration, with experts from the fields of science and administration.

Learn more here.