Leadership Dynamics: For us, leadership effectiveness means “dynamic leadership”.

What does that mean? Is this another attempt to explain the complex topic of leadership using any models? Are leadership models with their reductions in complexity suitable for better leadership in practice? The question seems legitimate.
Our experience: In practice, leadership is highly individual. The influencing factors in the topic of leadership are too diverse for generic models: leadership personality, leadership culture, lack of understanding of leadership, diversity of the people you lead.

For us, leadership is an individual personality, competence and experience construct, based on the respective personality, motives, view of humanity, attitude, emotions and behavior of the leader.

There are also core issues of dynamics and impact. Whenever we were able to experience dynamic leadership in practice, it had a positive effect. Whenever a lack of courage, inconsistent actions, insistence on the status quo, political action and cultivated egoism counteract the dynamism and effectiveness in leadership, this usually has negative consequences.

The result for us was not to “try” to model or theory, but rather to describe from practice to practice what we mean by “effective leadership”: Leadership Dynamics. The word “dynamics” expresses constant movement and development.

1. A movement towards people, a passion for and empathy in dealing with people and thus a conscious design of the relationship
2. Get people moving with visions, the communication of purpose, meaning, benefits and emotional and illustrated stories.
3. A constant flexibility in leadership behavior that is adaptive and situational at the same time, which includes balanced demands, support, enablement and consistent action.
4. A movement in one’s own development, curiosity and the proactive striving to constantly reflect on oneself in order to improve and lead more effectively.

In “Effective Leadership” this means that I should know what impact I want to achieve, when and how: my impact intention. The next question is logical: In what context do I act?
But it is also important to have empathy to understand the people I want to have an impact on.
And finally the check: What effect did I actually achieve and how (effective result)? This results in the importance of self-reflection through honest, open and constructive feedback on how well and effectively I am really leading.

In this way, dynamics and impact strengthen our authenticity, our sovereignty in assuming the leadership role and in dealing with different leadership situations.