Role and Competence Model of Leadership


My excerpt from "Ein Rollenkonzept hilft, den Führungsalltag erfolgreich zu meistern" published in: "Führung, wohin führst du?", München, 2013, Oldenburg Verlag


Companies have recognized "human resources" as the number one key factor for improving (international) competitiveness. These consequently rely on systematic personnel selection, development and to a greater extent on personnel retention. The identification and promotion of junior staff for leadership and management tasks is increasingly oriented toward competencies that are determined by personality (core or personal competencies) and competencies in dealing with other people (social competencies). In addition, strengthening customer and market orientation is gaining in importance (market competence). "Internationality", "market or quality orientation" must not remain just buzzwords, but must also be implemented in concrete projects and in such a way that value creation and consistent fulfillment of customer requirements characterize work and cooperation.




The original six or expanded to eight key roles describe a specific "keyboard" on which - albeit with different emphases - managers must be able to play in everyday practice.


  1. Communication Manager
  2. Effectiveness Manager
  3. Team Manager
  4. Innovation Manager
  5. Culture Manager
  6. Corporate Entrepreneur (Intrapreneur)
  7. Digitalization Manager *new* 
  8. Health Manager *new*