mathias sager - School & Advisory » Tag » Relationships

Tag Archives: Relationships

The Tripod Mindset (TM)

  By | | , , , , , , ,
5 Comments

Summary There are individual, organizational, and societal human and technological approaches available today. However, there is little integration of these dimensions into a coherent mindset, educational concept, or cooperative platforms. Therefore, I’ve dedicated the last couple of years to the study of leadership, learning & development, psychology, and concepts such as Platform Cooperativism. And I’ve performed intensive testing of a, as I think, new discovery of a pattern of the … Continue reading →

How do you define …

  By | | , , , ,
11 Comments

How do you define ‘right’ If you know only black and white Asks a pen the other When denied to draw together How do you define ‘between’ If you know only up and down Asks a pair of hands When denied to come to terms How do you define ‘family’ If you know only friend and enemy Asks a father the mother When denied to see his daughter How do … Continue reading →

Promoting Cross-Cultural Cooperativeness in Global Talent Management (GTM)

  By | | , , , , ,
Leave a comment

Content Cooperative behavior arises where it is cherished Cooperative conflict management Means to promote cooperation Equitable treatment to maintain willingness to cooperate   Cooperative behavior arises where it is cherished Women are often considered to have a greater tendency to use their cooperativeness for successful international assignments, especially where indirect communication is the culturally appropriate style as is tendentially the case in high-context cultures like Asia [1]. Cooperative and communicative … Continue reading →

Social Capital in Global Citizenship

  By | | , , , ,
3 Comments

Content: Matching national and organizational cultures Prizing of social capital on individual, institutional, and societal levels The ‘paradox of unsocial sociabilities’ Global citizenship, international careers, and the culture of global nomadism Matching national and organizational culture According to Nahapiet & Ghoshal (1998), social capital is “the sum of the actual and potential resources embedded within, available through, and derived from relationships” (as cited in [1]). However, it is not enough … Continue reading →

Mobility and Global Talent Management (GTM) Strategies

  By | | , , , ,
3 Comments

Summary. The increasing number of expatriates reflects the need for multinational enterprises (MNEs) to compete in a global knowledge economy. Despite high pressure, mobility program cost management practices are often weakly formalized. To take full advantage of international assignments, the assignees’ gained knowledge should be matched with required job competencies. The ratio of parent-country nationals (PCNs) at subsidiaries is influencing business performance. Also, besides defensive and retaliatory actions, relational measures … Continue reading →

Reverse Mentoring and its Benefits

  By | | , , , , ,
Leave a comment

Traditional mentoring Self-improvement can be intimidating, and personal interactions with other, like in a mentoring relationship might be extraordinarily valuable [1]. In today’s fast-changing world the potential for mentoring, especially if creatively employed, might be an increasingly useful type of relationship [2]. Yet relatively few employees got into a company mentoring program [3]. Traditional mentoring generally takes place between a senior and a junior person in a similar career field … Continue reading →

Developing Cultural Empathy: Perspective Taking

  By | | , , , , ,
13 Comments
mathias-sager-culture_empathy_perspective

This article reflects on example biases that could impact one’s intercultural behavior and decision making and how the role of the media is shaping ideas about cultures. Finally, specifics of the European culture are analyzed as relevant for global talent management issues. Culture is an unconsciously learned way of thinking and living of a particular group of people that reinforces that worldview through its in-group similarity [1]. To change ‘cultural … Continue reading →

What’s PA? — Peace Not Pas

  By | | , , ,
Leave a comment

Parental Alienation More than twenty years ago the late author and renowned child psychiatrist Richard A. Gardner coined the term Parental Alienation Syndrome. He used this term to characterise the breakdown of what was previously normal and healthy parent-child relationships during divorce and child custody cases. The definition of parental alienation according to Gardner is simple. One parent (in […] via What’s PA? — Peace Not Pas

To truly love a child

  By | | , , ,
18 Comments

I have lost the child Of a lonely man Not in an accident nor war A suffering psyche of scar Has lost peace to seed Fear’s possessive greed Of a mother’s doubt what could be If she were free To truly love   I have won the children Of all world’s men Not by fighting back to win A loving heart within Has found peace to share Forgiveness to take … Continue reading →

Connected

  By | | , , , ,
12 Comments

The curtain of tears is the entrance to the light that connects us in eternity. Verbunden Der Vorhang aus Tränen ist der Eingang zum Licht, das uns in Ewigkeit verbindet.

Positive Change Through Rewarding Virtue vs. Punishing Non-Compliance

  By | | , , , , ,
17 Comments

Men have made millions of laws to punish crimes, and they have not established even one to reward virtue; Virtue being a product not of the command of law, but of our own free will, society has no right whatsoever over it. Virtue on no account enters into the social contract; and if it remains without reward, society commits an injustice similar to that of one who defrauds another of … Continue reading →

Dr. Wayne W. Dyer: Inspiration for the Leader in All of Us

  By | | , , , , , ,
10 Comments

Father of Motivation and Sage of Maui The life and work of author and speaker Dr. Wayne W. Dyer, who died at the age of seventy-five in 2015, provides the opportunity to reflect on leadership from a holistic perspective beyond a specific organizational setting or national politics. Dyer’s many best-selling books on the practical psychology of personal development towards a positive transformation for all of humanity [1] brought him the … Continue reading →

Compassionate leadership: If we all ‘lead,’ we don’t need ‘managers’ anymore

  By | | , , , , ,
23 Comments

There are significant differences between leadership and management In our contemporary world both leadership and management may be required and co-exist in different situations, but the identification and understanding of their distinguishing features is important if we want to use both of them effectively and eventually think about shifting the emphasis towards managers who are real leaders too. Having been in diverse leadership and/or management positions in educational institutions and … Continue reading →

Self-Leadership and ‘The Seven Habits of Highly Effective People’

  By | | , , , ,
14 Comments

Content Self-leadership process and the ‘Seven Habits of Highly Effective People’ Emotional self-leadership and authenticity Educational, physical, health, stress, and coping benefits of self-leadership Self-leadership competences in leadership development, recruitment, and work performance Self-leadership process and the ‘Seven Habits of Highly Effective People’ Modern leadership at increasingly challenging workplaces tends to move away from the mere function of supervising employees but aims to empower the workforce to improve organizational effectiveness, … Continue reading →

The Benefits of “Sharedness” in Leadership

  By | | , , , ,
17 Comments

Summary. Shared leadership as part of modern transformational leadership style has proven to favorably influence team effectiveness and the achievement of an organizational balance between opportunity-seeking and advantage-seeking innovation, which positively impacts company performance. Mastery goal orientation (i.e., learning and development) rather than performance goal orientation (i.e., competition and social comparison) results in better group performance as required to solve complex problems. Therefore, questioning hierarchy and leadership is critically important … Continue reading →

Humor as an Effective Leadership Strategy

  By | | , , , ,
15 Comments

Transformational leaders who are utilizing humor are more effective in winning trust and affective commitment from their followers. However, not every leadership style is similarly suited to employ humor as a co-existing leadership characteristic. Several types of humor have to be differentiated, such as, for example, constructive and aggressive humor. Shared laughter avoids conflict, creates teams and sparks innovation. Despite cultural specifics in how followers appreciate leaders’ humor, effective leaders … Continue reading →

Rage Against the Externalized Self

  By | | , , , , ,
7 Comments

Summary. Inabilities to accept (and therefore recognize) our dark feelings are leading us to externalize our shadow (as Jungians would say) to others, for example to a therefor loved partner. Especially vulnerable narcissists defend themselves against shameful helplessness in cases of separation with a partner (and therefore with a part of themselves) by negating their helplessness. To avoid frustration, rage, and violent defenses in case of uncontrollable separation it is, … Continue reading →

Individual and Collective Products and Producers of Society

  By | | , , , ,
8 Comments

Content 1. Development of agentic power, 2. Forethought, intentionality, reactiveness, and self-reflection, 3. Collective efficacy: shared belief in agency, 4. Applied collective agency