Dusseldorf “Do you like people?” was the question former manager Henryk Lüderitz asked when he first expressed his desire to be in charge of a managerial role. And while Lüderitz could undoubtedly have answered in the affirmative, the question surprised him at the time.
Today would be different. As a management coach, Lüderitz now knows what is important for good leaders. Word must have gotten out that yelling bosses are now obsolete. For example, research by Fraunhofer IAO and the German Society for Personnel Management also shows that teams work better and are more motivated when employees trust their manager, are treated fairly, and feel valued.
But: Can pleasure go too far? What if management is just a carrot? Handelsblatt discussed these questions with Henryk Lüderitz and Susanne Tiedemann from the Fürstenberg Institute and created a checklist that explores the limits of pleasure in leadership. Here she is: