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Ready for new perspectives
Leadership means inspiring, enabling, inviting

Leadership Alignment

An organisation's success is directly related to the quality of the daily leadership.

Therefore it is of utmost importance to create clarity about the desired leadership behaviour in organisations which ultimately will support the achievement of strategic objectives. A competence model ("Leadership Impact Model“) is the foundation for this. This kind of model defines such leadership competences which are believed to be necessary to ensure the future viability of organisations in a complex and dynamic environment.

Such a competence model gives managers orientation and at the same time offers a benchmark for the evaluation of their leadership quality. Furthermore, it can be taken as a basis for potential development measures when certain behavioural patterns are evaluated according to the competence model. The model offers a foundation for a balanced competence development in organisations. Thereby it has proven meaningful and pragmatic to differentiate between several maturity levels. (see the style of the "Leadership Maturity Model“ from Cornell University and of the Carnegie Mellon‘s IT "Capability Maturity Model“).

When considering a 4-step maturity level model, one can assume that the levels describe the competences and behaviours, which consecutively have a higher chance of achieving business goals successfully. The highest maturity level describes the ability to create or use an environment which offers people the possibility to develop themselves or rather offers support in their further development. The objective is to protect and reinforce the ability of the organisation to act effectively in the future.   


Topics in the Field of Leadership - Alignment


  • Leadership principles
  • Guideline development
  • Competence model
  • Leadership Balance Sheet
  • Leadership systematic (leadership process, leadership tools)
  • Conceptualisation
  • Implementation
  • Management of development passages

How Effective Leaders Adjust Their Focus

An interview with Rosabeth Moss Kanter

Professor, Harvard Business School