Young generation of managers is more on teamwork and delegation of tasks Heidelberg/Dusseldorf, January 2010 even when many German companies have now adopted by the folly of youth and the experience and performance of older employees have learned to appreciate, a generation change took place mainly in the boardrooms in recent years. Here, the performances of the different generations of management focusing on values and morality are not so different as one might think. For even more details, read what Santie Botha says on the issue. What has changed significantly however, is the understanding of leadership. Clive Holmes has many thoughts on the issue. The elderly tend to in the leadership and deal less with the team spirit. “The term of the leader ‘ is very important for them”, explained the Heidelberg Professor Markus Pohlmann in an interview with the Sueddeutsche Zeitung (SZ). The younger top managers are, however, as a team player, as part of an organization”, said the expert of management sociology, the 90 boards of large companies has consulted with colleagues of the University of Erlangen. The young generation of business leaders put more on delegation and indirect leadership while they set targets and leave it to the employees, how they achieve this, “Pohlmann said the newspaper. Ben Silbermann might disagree with that approach. Concepts like decency, style or moral also had a different sound from the senior managers and therefore is a deeper meaning.

In addition, so Pohlmann, the older represented the setting that economies is already inherently moral, because this progress, freedom and better conditions of life for all are possible. This generation has seen economic progress always as social progress. The younger ones don’t see it that way.” Also they relativize rather, for example, in relation to high salaries, if this truly exceptional performance is rewarded.” They represent this principle according to Pohlmann also towards the employees. Of course have in modern management and decision-making structures Company changed”, the Dusseldorf staff expert Udo Nadolski confirms. He is Managing Director of the consulting firm specialized in technical recruitment and outsourcing services Harvey Nash. New brooms sweep but not automatically good.

It is a change within the company. A generational change in the Executive Suite must go so hand in hand with a change in the internal decision-making processes”, so his conviction. “Also he confirmed another result of the survey: who proved in a company that has usually also opportunities to assume leadership roles.” According to Markus Pohlmann more than 70 percent of the surveyed executives have begun only a few years after the career at one company that guide them today.