Does more influence at work change our personality? Business psychologist Josef Wegenberger explains what's behind it all
Josef Wegenberger, Managing Director GWO, in an interview with Angelika Gross in the daily newspaper KURIER
Yesterday a colleague, today a manager. Suddenly you're in the professional spotlight. With the new role comes power - and a change in character? Business psychologist Josef Wegenberger advises numerous national and international companies and leaders. He is convinced that power requires a high degree of self-reflection.
KURIER: Mr. Wegenberger, suppose a colleague is promoted to department head. What does it mean to suddenly assume power professionally?
Josef Wegenberger: It's less about the phenomenon of "power" than about taking on a new function: This is a challenge for the new manager as well as for the team and the environment. The playing field but also the area of responsibility change. This means that I have to "arrive" in the new function, become clear to myself about the role, framework conditions and the changed rules of the game. This requires a high degree of self-reflection and "self-awareness". Do I know my strengths, potential for improvement and limitations. Am I meant as a person, or is it my role and function?
Are people tougher or more aloof after a promotion?
People do not necessarily become or are tougher or more aloof. Of course, negative experiences when taking on new positions can lead people to build up a protective cloak in order not to let offenses get to them so strongly. This can create the impression in one's own environment that one has changed.
Does power make lonely?
It depends. As a manager, do I still get to hear the unvarnished truth or just more feel-good reports from those around me? Do I only get to hear what I want to hear? This means that I lose an important corrective. Life is learning - learning is orientation. As human beings, we need this orientation in the form of constructive feedback, open conversations and advice from people who convey the information to me without self-interest or ulterior motives and mirror my behavior. So a position of power can definitely make you lonely, especially if I don't allow openness.
How great is the risk of abuse of power?
Abuse can happen at all levels and in all areas and can also be observed in everyday life. The greater the scope for action, the greater the impact and visibility of any action and thus abuse.
Is there a difference between men and women running a department or a company?
It's important to have diversity in the company. Diversity is important. Everyone has different perspectives, and that adds a lot of value to a team. Again, I have to be aware of my strengths and not imitate or copy anyone. I don't have to look particularly masculine to be strong. These are all stereotypes. If you stick to your strengths, you are authentic - and therefore successful.
Some managers want to be both boss and colleague. Can that work?
I think that dealing with the team in an appreciative manner is part of success. Creating a sense of "we" is a key element. Nevertheless, we need to be clear about our roles: We are not a group of friends, but a team that wants to make progress professionally. Of course, we can have fun together, but we still have different roles.
What makes a good leader?
This is a question that books have been dealing with for centuries. A basic prerequisite is the will to go into leadership. Leading by example and value orientation are among the key success factors, as are the communicative skills to develop a team and to promote meaning and fun. Every manager must develop his or her own leadership style. In doing so, it is important to form a unity between who I am, what I say and what I do. Authentic leadership or loosely based on Picasso: "There are so many copies in this world and so few originals."
