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Leadership 4.0

In a time of ever faster technological changes and continuous changes in the way we work together, it is becoming increasingly clear that the way we lead is also undergoing a transformation. Megatrends such as digitalization and the internet of things, to name but a few, are forcing companies of all sizes and sectors to undergo a cultural change in order to survive in the face of fierce competition. Traditional leadership approaches such as "leading by authority“ or "knowledge is power" prove not to be valid any longer.
In addition, if companies aim to continuously have a good hand in the war for talent they are forced to play a very active role in shaping the transformation that enables them to successfully manage and leverage a workforce made up of generation Y and Z.

Exemplary course contents and organization

  • Target audience

    The workshop is aimed at managers from all areas who want to actively shape the change into a working world 4.0.

  • Learning goals

    • Get to know modern approaches of leadership and apply them to individual situations
    • Shed light on personal leadership styles and leadership culture in your own company in relation to traditional vs. modern approaches to leadership.
    • Course organization

      •  Two-day curriculum of input and practice
      •  Focus on the practical application of individual examples and current challenges of the company
    • Methods

        • A mix of methods from content impulses, group work, discussions and application to individual examples.
        • Best practices from other companies/industries and discussion about their applicability to your own company
        • Methods and tools for agile work and leadership
        • Self-reflection and application to your own working environment
        • Measures to ensure sustainable change
      • Course contents day 1

        1 Current leadership culture

        • Workshop on the basis of a "force field analysis" of the current factors of cooperation and leadership culture in the company
        • Dominant leadership culture and its effects

        2 Leadership 4.0  

        • History of the "old" and classic leadership and why it no longer fits today
        • Technological and social trends as triggers for new forms of leadership and cooperation
        • Fault culture: Effects of a fault-intolerant culture
        • Fireside chat: What do customers expect from us in terms of leadership?
      • Course contents day 2

        3 Employee commitment  

        • Quality of leadership as a hard indicator of staff turnover and sick leave (Gallup Engagement Index)
        • Impact on overall business performance and competitivenes
        • Labour market 4.0 and employer branding: finding and keeping qualified specialists and managers in ever shorter supply

        4 Management of change as a management task

        • "Change" as a permanent topic and challenge for managers
        • The special role of top management as a driver of change
        • Agile mindset and situational guidance to guide employees through change processes
        • Establishment and further development of an open feedback and error culture
        • Lifelong learning: "Continuing training 1.0" will no longer be sufficient for "Working life 4.0"

        5 Implementation in your area  

        • Action planning for future changes
        • Goal / target planning as well as GAP analysis of the current gaps and dimension of the required changes
        • Practice transfer: Next steps and follow-up

      Contact Person


      Located in the heart of the German and European economy, Mannheim Business School (MBS), the umbrella organization for management education at the University of Mannheim, is considered to be one of the leading institutions of its kind in Germany and is continuously ranked as Germany’s #1.