Performance
We design your management development for a modern working environment
In order to increase performance and customer focus in the organization, managers must be able to establish the frame for this. Our development fields for managers offer a range of elements that can create the conditions for this. We compile the elements into an individual programme according to the needs of your organization.
A variety of development fields
Modern frameworks enable solution-oriented handling of the given complexity. In this way, constant change is used to the customer's advantage. The balance between an open attitude and simultaneous determination is what makes leadership successful. Some of this can be trained, much can be practiced and experienced, and coaching and mentoring provide the integration.
Leadership development for high performing organizations
Here you will find our proven modules for modern leadership development
Leading high performing
organizations
This training program addresses the challenges of leadership in our increasingly complex world in five modules. It enables participants to lead in a targeted manner and to move their organization forward.
Agile leadership - Agile Leader
In this interactive, workshop-style format, managers learn how leadership works in an agile context and use agile techniques for their own leadership work. They have a leadership-related target image and can accompany the change to an agile organization as a manager;
Masterclass Organizational Design
The Masterclass Organizational Design for high performing and Customer-Centric Organizations addresses the patterns of modern organizations and enables participants to develop suitable structures for their organization.
Managing with OKRs
One element of modern leadership is strategy implementation with objectives and key results. This implementation of the Hoshin Kanri principle enables management to implement its strategic goals in a very focused manner and is a way of increasing the organization's ability to deliver.
Deepdive high performing
organization
This training covers a range of topics that are essential for deliverable organizations. They also address other elements such as positive corporate culture, agile mindset, dealing with framework conditions and provide an overview of the prerequisites for an organization's ability to deliver.
Standard modules
In addition to modern and agile leadership models, we offer training modules that also cover traditional leadership tools. These include topics such as personnel development meetings, feedback, incentivization, team development, conflict management, feedback and resilience.
Coaching and mentoring
In addition to training formats, coaching and mentoring are a successful way of developing managers. Personal coaching for managers in particular offers tailored support that enables individual strengths to be further developed and leadership skills to be improved in a targeted manner. Through dialog with an experienced coach, managers can improve their communication and decision-making skills, gain clarity with regard to their goals and increase their personal resilience. Coaching encourages self-reflection, strengthens confidence in one's own abilities and helps to successfully master challenges - all in a confidential and supportive setting.
From individual training courses to the training program
We would be happy to work with you to design a suitable training program for your company's managers. We can also conduct individual training courses as required. We are happy to offer pilot training courses, e.g. with the participation of employees from the HR department.
Develop your own management style
As a manager, one of the ongoing tasks is to develop your own leadership style. To get started, it helps to have an overview of the leadership styles or leadership approaches currently being discussed. Below is an overview that provides a starting point:
In this matrix, the various leadership approaches were categorized according to the extent to which they deal with different aspects. On the one hand, whether it is about looking at the people or changing the environment in which I act as a manager; on the other hand, whether it is an internal or external view. This consideration results in 4 fields into which various leadership approaches are categorized:
- Work on myself (person + inner view)
- Work on others (person + external view)
- Work in the environment (environment + internal view)
- Work on the environment (environment + external view)
Overview of different management approaches
Authentic Leadership
primarily Bill George, later Ilies et al.
Central idea: Leading authentically through self-awareness, value orientation, transparency and consistently ethical actions; inner attitude and outer behavior are consistent.
Typical focus: Examination of one's own values, strengths, limits and motives. This results in trusting relationships and credible leadership towards others.
Role of the employees: Active, self-reflective co-creators who are in trusting relationships, take on increasing responsibility and become "authentic followers" with a high level of identification and empowerment.
Structure vs. relationship: Clearly relationship- and value-oriented; structures are important, but more of a framework, while transparency, trust and psychological security are in the foreground.
Servant Leadership
by Robert K. Greenleaf, further developed by numerous authors
Central idea: Leading by serving others: the focus is on the needs of employees and their growth; power is shared, influence is created through support and empathy.
Typical focus: development and well-being of those being led. The leader reflects on themselves in order to act authentically and consistently in service to others
Role of the employees: Served followers to be nurtured and empowered to actively shape, take responsibility and become future leaders themselves through empowerment as well as serving together.
Structure vs. relationship: Strongly relationship and caring oriented; formal structures play a subordinate role to trust, service culture and collaborative teamwork.
Emotional Intelligence Leadership
by Daniel Goleman.
Central idea: Effective leadership through self-awareness, self-control, empathy and social skills.
Typical focus: Personal maturity of the manager, dealing with emotions, quality of relationships.
Role of the employees: Active dialog partners; their emotions and needs are consciously included.
Structure vs. relationship: Strongly relationship-oriented; structure tends to remain in the background.
Situational Leadership
by Paul Hersey, Ken Blanchard
Central idea: Leadership behavior is adapted to the level of maturity and development of the employees.
Typical focus: Flexible alternation between instructing, coaching, supporting, delegating.
Role of the employees: Depending on their level of maturity, employees are closely managed or given increasing responsibility.
Structure vs. relationship: Balance: Relationship design and clarity of tasks/structure are calibrated depending on the situation.
Lean leadership
Lean school of thought, including Womack, Liker, Rother
Central idea: Develop yourself, develop others, reduce waste and enable continuous improvement in the value stream, align organization.
Typical focus: process excellence, coaching on the "gemba", standardization with kaizen culture.
Role of employees: Problem solvers and co-creators in the improvement process; strong involvement in decisions on the process.
Structure vs. relationship: Strongly structure and process-oriented, supplemented by coaching relationships.
Transformational Leadership
- by James M. Burns, Bernard M. Bass
Central idea: "Transforming" people through vision, example and purpose to achieve above-average performance and personal development
Typical focus: inspiration, creation of meaning, cultural change.
Role of employees: Followership to become self-motivated co-creators.
Structure vs. relationship: Means: both relationship work (role model, inspiration) and change of culture and goals.
Adaptive Leadership
by Ronald Heifetz
Central idea: Difference between technical and adaptive problems; accompany organization in learning and change processes.
Typical focus: Dealing with uncertainty, experiments, collective learning, creating a "holding environment".
Role of employees: Active co-responsibility; all levels participate in dealing with adaptive challenges.
Structure vs. relationship: Focus on system and framework work; relationships important, but means for joint adaptation.
Future Leadership
by Mark Poppenborg, Lars Vollmer
Central idea: Toolbox for organizations in complex markets; focus on value creation, decision architecture and networks.
Typical focus: Design of decision premises, reduction of bureaucracy, promotion of self-organized value creation.
Role of employees: Employees as "value creators" who act independently within clear decision-making frameworks.
Structure vs. relationship: Clearly structure- and system-oriented, with an implicit focus on meaningful cooperation.
Holacracy
Main representative: Brian J. Robertson
Central idea: Authority is distributed to roles and self-organized "circles"; formal governance processes replace classic hierarchy.
Typical focus: Clear roles, iterative governance meetings, explicit rules for decisions.
Role of the employees: Role holders with a high degree of autonomy, acting within defined tension and decision-making processes.
Structure vs. relationship: Very strong focus on structure (roles, rules), relationships develop within this framework.
Leadership approach: Authentic Leadership
How do different leadership styles influence an organization's ability to deliver? In the webinar on 23.10.25, Frank Eberhard went into the leadership approach ;Authentic Leadership according to Bill George .He explains in the following video:
- What Bill George, CEO of a medical technology manufacturer, understands by Authentic Leadership
- what a major American scandal has to do with it and
- what questions managers should ask themselves.
Leadership approach: Servant Leadership
As part of the first leadership webinar on 23.10.25 on the topic of "Delivery capability through leadership", Caroline explains what makes a servant leader according to Robert K. Greenleaf and what the turbulent 1960s have to do with it.
Leadership approaches at a glance: From transformational leadership to holacracy
Caroline and Frank have created a 4-field matrix that shows the most discussed leadership approaches and positions them in relation to each other
Contact us or make an appointment directly with one of us. We are Timo Foegen, Yvonne Fischer, Tina Eisoldt, Daniel Votta and Lutz Koch. We look forward to your questions.
Better leadership and easier learning thanks to mentoring
A brief insight and the pros and cons of mentoring as a development opportunity for managers. In this article, a manager writes about her own everyday experiences with mentoring.
Toyota Lean Leadership: Leadership in Complexity
The Toyota Lean Leadership Model helps managers to survive in the VUCA world with clarity, learning ability and agility. Read this recent article by our colleagues Tina Eisoldt and Caroline Haußmann in Informatik Aktuell.
High Performing Organizations
The ability to deliver and customer focus are crucial characteristics for the success of any company. When teams and departments work together reliably and effectively, products and services are delivered on time. Read here which building blocks are relevant for this.
Leading high performing organizations through change
Organizations in today's world need leaders who create the framework for delivery capability and customer orientation. In this training course, you will develop your leadership skills for a modern organization in a complex world.
Masterclass high performing Organization
Do you use agile approaches or agile scaling in your company and are now looking for a suitable organizational design as a structure and framework? Then this Masterclass Deliverable Organizational Design is just right for you!
If working harder is not the solution ...
In the modern business world, where speed and efficiency are critical, leaders are often looking for ways to push their teams to higher [...]
What is an agile mindset?
An agile mindset is the cultural basis for an agile organization. On the way from a traditional to an agile organization, not only agile methods are important, but also a cultural change towards a more agile mindset.
Your contact person:
Frank Eberhard
wibas GmbH
Frank Eberhard
Otto-Hesse-Str. 19B
64293 Darmstadt
+49 6151 503349-0
