Work and leadership in transition— Leadership in action instead of leadership techniques

Work and leadership in transition.
Only an appropriate understanding of work, whereby work is always also social interaction, means that leadership is not merely a prerequisite for technical and professional competence. Only the ability to recognize, assess and, if necessary, shape the diverse relationships, forms of communication and behaviors of employees, also among each other, makes for successful leadership.

Leadership in action instead of leadership techniques.
An extremely meaningful recourse to the scientific classification of Aristotle (384 - 322 B.C.) enables man's ability to act responsibly according to rational and plausible reasons, and thus to develop and promote social (societal and political) reality in a person through education, guidance and leadership, and for this to be valued more highly than is commonly practiced in a philosophical reflection on modern Europe.
Particularly today, in "times of corona", it is more than evident that social competence characterizes the system-relevant skills and professions (caring for the elderly and the sick, daycare for children, teaching, serving, public services, etc.). What constitutes and characterizes the core of these activities is the ability to think and shape interpersonal reality and its demands from the perspective of others, that is, from the viewpoint of the personal vis-à-vis.
And a manager who aspires to be more than a mere supervisor will only then be able to advance to his or her ultimate task: ensuring the professional qualification and social competence development of the employees entrusted to his or her care. The long-term success of a company is not attributable to the use of labor as a production factor (or even worse) as a cost factor, but to the development and promotion of professionally and socially creative people.

Subject to change