This is the second thesis of the Manifesto for Human Leadership. In this second part of the explanations to the Manifesto, the concept of diversity is quite central – not so much in the classical sociological sense of equal opportunities and equal rights for people of different sexes, ages, origins, etc., but rather in the sense of individuality, personality structures and problem-solving behaviour. This diversity of different ways of thinking and finding solutions naturally leads to dissent and discourse. This is an uncomfortable process, but it promises better solutions than too harmonious group thinking. The task of leadership is to consciously utilize and nurture this diversity and to strive for a culture of constructive dissent.
At a time when it is “normal that many things are changing and are changing more quickly than ever” (Karl-Heinz Geißler), the role of leadership must at least be discussed and in parts even questioned. Today Leadership is only legitimate if it has the self-leadership of the employees entrusted to it as its goal. Leadership is about making others successful. This human leadership is not a question of position, but of attitude. In this manifesto we describe this attitude and the values of a new, agile, digital, and above all human leadership.