The Leipzig Leadership Model (LLM) connects theory and practice. Building on actor-world relations and insights from motivational psychology (actor-action relations), the LLM proposes a holistic framework able to integrate the existing plethora of leadership theories and styles. This opens up a new perspective on a comprehensive understanding of leadership roles. With its four leadership orientation dimensions of purpose, entrepreneurial spirit, responsibility, and effectiveness, the LLM enables leaders to identify and reflect on relevant leadership competencies. In order to facilitate future research on the LLM and its dimensions, we report on two studies that are developing and validating a 32-item LLM-based scale. We applied oblique bifactor target rotation in a bifactor Exploratory Structural Equation Model within CFA approach in a German sample (N = 309) with robust WLSMV-estimates to fit an LLM-based model to the data. The results suggest a good fit. Furthermore, as ECV, PUC and ARPB support the multidimensional nature of the scale, we report the appropriate bifactor statistical indices. After parallel back translation, an English version of the scale was tested in a second sample (N = 311) to replicate our earlier findings. This study facilitates future empirical research by providing a concise and integrative self-rating measure of leadership orientations. We further strengthen the scientific foundation of the LLM by empirically testing its conceptually developed four-factor structure. The scale provides a starting point for further research into leadership orientations (also as standalone subscales), and offers an applicable guideline for self-reflection and decision-making.

Public value has proven itself as an insightful concept through which to better understand, assess, and guide the contributions of public organizations to the common good. Corresponding to the increasing awareness that private organizations, too, bear considerable responsibility for society, the concept of public value has recently also been applied in the private sector. Following two additional current directions of public value research, i.e., shifting from a static assessment of public value to more process-oriented research, and providing incremental empirical support for previous conceptual research, this dissertation examines public value creation as a nonmarket strategy for the private sector. Therein, a framework text contextualizes three empirical papers within the nonmarket strategy framework of Mellahi et al. (2016) and its adaptation by Frynas and Yamahaki (2016). Drawing from Meynhardt's (2009, 2015) public value conceptualization, initial empirical evidence is provided to shine a light on why and how private organizations may strategically create public value. Addressing Moore's (1995) guiding questions for public value creation strategies and highlighting both the limitations of this work and the avenues for future research that arise from them, the present dissertation offers an orientation for future research on public value creation in the private sector.

This study explores the relationship between an entrepreneur's age and his/her social value creation goals. Building on the lifespan developmental psychology literature and institutional theory, we hypothesize a U-shaped relationship between entrepreneurs’ age and their choice to create social value through their ventures, such that younger and older entrepreneurs create more social value with their businesses while middle age entrepreneurs are relatively more economically and less socially oriented with their ventures. We further hypothesize that the quality of a country’s formal institutions in terms of economic, social, and political freedom steepen the U-shaped relationship between entrepreneurs’ age and their choice to pursue social value creation as supportive institutional environments allow entrepreneurs to follow their age-based preferences. We confirm our predictions using multilevel mixed-effects linear regressions on a sample of over 15,000 entrepreneurs (aged between 18 and 64 years) in 45 countries from Global Entrepreneurship Monitor data. The findings are robust to several alternative specifications. Based on our findings, we discuss implications for theory and practice, and we propose future research directions.

Mit dem GemeinwohlAtlas und der Public Value Scorecard stehen neue Instrumente für ein Purpose Controlling zur Verfügung. In Erweiterung der Balanced Scorecard kann damit die gesellschaftliche Wirkung von Projekten, Initiativen und dem Unternehmen insgesamt messbar gemacht werden. Diese Weiterentwicklung ermöglicht die gezielte Einbindung psychologischer und soziologischer Perspektiven in die Controlling-Funktion, die nicht zuletzt durch die Purpose-Diskussion auch im Controlling zunehmend an Bedeutung gewinnen.

Gute Führung bemisst sich - wir hatten es manchmal vergessen - an einer Haltung, in deren Zentrum der Mensch und die Auswirkungen des eigenen Handelns auf das grössere Ganze stehen. Nicht Macht, Wissen oder Status definieren die Führungsleistung, sondern der Wertbeitrag, den eine Führungskraft in den Augen anderer für andere stiftet. Das ist einer der Kerngedanken des Leipziger Führungsmodells (LFM).

Prof. Dr. Timo Meynhardt ist auch 2022 wieder Vorsitzender der Jury des Public Value Awards für das öffentliche Bad der DGfdB. Er blickt zurück auf die bisherigen Wettbewerbe zum Gemeinwohlbeitrag der öffentlichen Bäder, hebt dabei aber die besonderen Herausforderungen der Hallen- und Freibäder in der Pandemiezeit hervor – deren kreative Bewältigung auch, aber nicht nur in die Bewerbung um den jetzt ausgelobten Public Value Award für das öffentliche Bad einfließt.