No CrossRef data available.
Article contents
A COMPETENCE PORTFOLIO FOR FUTURE LEADERS IN ADVANCED SYSTEMS ENGINEERING
Published online by Cambridge University Press: 19 June 2023
Abstract
Core share and HTML view are not available for this content. However, as you have access to this content, a full PDF is available via the ‘Save PDF’ action button.
Due to the increasing importance of advanced systems, whose development calls for interdisciplinary and integrative approaches, and fundamental changes in the work environment, leaders are required to have a wide range of competences. Therefore, the aim of this work is to identify competences of future leaders, that are specifically relevant in Advanced Systems Engineering (ASE). Thus, professional, social, methodological, and self competences developed by a literature review are validated through expert interviews and prioritized by a survey. The insights are then presented in a competence portfolio including 30 areas of competences. The portfolio consists of areas of competence that are either relevant in the context of ASE (e.g. intercultural and interdisciplinary competence), New Work (e.g. competence to empower employees) or are relevant to leaders in general. It was possible to add further aspects that are necessary in ASE to the aspects from the literature review. The experts interviewed emphasized various aspects of interdisciplinary work and made clear that in future, leaders should place their employees at the heart of their activities and empower them according to their strengths and weaknesses.
- Type
- Article
- Information
- Creative Commons
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.- Copyright
- The Author(s), 2023. Published by Cambridge University Press
References
Albers, A. (2010). Five Hypotheses about Engineering Processes and their Consequences. In I. Horvath, F. Mandorli, & Rusak, Z. (Chairs), TMCE Symposium, Ancona, Italien.Google Scholar
Albers, A., Dumitrescu, R., Gausemeier, J., & Riedel, O. (2022). Advanced Systems Engineering: Eine neue Perspektive für die Wertschöpfung von morgen. www.advanced-systems-engineering.deGoogle Scholar
Bergmann, F. (2019). New work, new culture: Work we want and a culture that strengthens us. Zero Books.Google Scholar
Bundesministerium für Bildung und Forschung. (2022, May 13). Deutscher Qualifikationsrahmen: Glossar. https://www.dqr.de/dqr/de/der-dqr/glossar/glossar_node.html#KompetenzGoogle Scholar
Cattell, R. B. (1966). The Scree Test For The Number Of Factors. Multivariate Behavioral Research, 1(2), 245–276. https://doi.org/10.1207/s15327906mbr0102_10CrossRefGoogle ScholarPubMed
Dumitrescu, R., Albers, A., Riedel, O., Stark, R., & Gausemeier, J. (Eds.). (2021). Advanced Systems Engineering: Value Creation in Transition. Engineering in Germany - Status Quo in Business and Science. Paderborn.Google Scholar
Erpenbeck, J. (2010). Vereinfachung durch Komplexität: Persönlichkeitseigenschaften und Kompetenzen. Sitzungsberichte Der Leibniz-Sozietät Der Wissenschaften Zu Berlin, 108, 79–91.Google Scholar
Felfe, J., Ducki, A., & Franke, F. (2014). Führungskompetenzen der Zukunft. In B. Badura, A. Ducki, H. Schröder, J. Klose, & Meyer, M. (Eds.), Fehlzeiten-Report 2014 (pp. 139–148). Springer. https://doi.org/10.1007/978-3-662-43531-1_14CrossRefGoogle Scholar
Grote, E.-M., Pfeifer, S. A., Roltgen, D., Kuhn, A., & Dumitrescu, R. (2020). Towards Defining Role Models in Advanced Systems Engineering. In Proceedings of the 6th IEEE International Symposium on Systems Engineering (ISSE) (pp. 1–7). IEEE. https://doi.org/10.1109/ISSE49799.2020.9272225Google Scholar
Hitchins, D. K. (2003). Advanced systems thinking, engineering, and management. Artech House.Google Scholar
Hofman, J., Piele, A., & Piele, C. (2019). New Work: Best Practices und Zukunftsmodelle. Fraunhofer-Institut für Arbeitswirtschaft und Organisation (IAO).Google Scholar
Keating, C., Rogers, R., Unal, R., Dryer, D., Sousa-Poza, A., Safford, R., Peterson, W., & Rabadi, G. (2003). System of Systems Engineering. Engineering Management Journal, 15(3), 36–45. https://doi.org/10.1080/10429247.2003.11415214CrossRefGoogle Scholar
Klein, M. (2020). Leadership Characteristics in the Era of Digital Transformation. Business & Management Studies, 8(1), 883–902. https://doi.org/10.15295/bmij.v8i1.1441Google Scholar
Klus, M. F., & Müller, J. (2019). The digital leader: What one needs to master today's organisational challenges. Diskussionspapier Des Instituts Für Organisationsökonomik(11). https://doi.org/10419/213440Google Scholar
Kopf, M., Leipold, J., & Seidl, T. (2010). Kompetenzen in Lehrveranstaltungen und Prüfungen: Handreichung für Lehrende. Mainzer Beiträge Zur Hochschulentwicklung, 16.Google Scholar
Łupicka, A., & Grzybowska, K. (2018). Key Managerial Competencies for Industry 4.0: Practitioners’, Researchers' and Students'Opinions. Logistics and Transport, 39(3), 39–46. https://doi.org/10.26411/83-1734-2015-3-39-4-18Google Scholar
Millar, C. C. J. M., Groth, O., & Mahon, J. F. (2018). Management Innovation in a VUCA World: Challenges and Recommendations. California Management Review, 61(1), 5–14. https://doi.org/10.1177/0008125618805111CrossRefGoogle Scholar
North, K., Reinhardt, K., & Sieber-Suter, B. (2013). Was ist Kompetenz? In K. North, K. Reinhardt, & B. Sieber-Suter (Eds.), Kompetenzmanagement in der Praxis (2nd ed., pp. 43–91). Gabler. https://doi.org/10.1007/978-3-8349-3696-7_2CrossRefGoogle Scholar
Peters, P., Dulk, L. den, & van der Lippe, T. (2009). The effects of time-spatial flexibility and new working conditions on employees’ work–life balance: the Dutch case. Community, Work & Family, 12(3), 279–297. https://doi.org/10.1080/13668800902968907CrossRefGoogle Scholar
Ropohl, G. (2009). Allgemeine Technologie: Eine Systemtheorie der Technik (3rd ed.). Universitätsverlag Karlsruhe.CrossRefGoogle Scholar
Sage, A. P., & Rouse, W. B. (2009). Handbook of systems engineering and management (2nd ed.). Wiley series in systems engineering and management. John Wiley & Sons.Google Scholar
Savić, D. (2020). COVID-19 and work from home: Digital transformation of the workforce. The Grey Journal, 16(2), 101–104.Google Scholar
Shet, S. V., & Pereira, V. (2021). Proposed managerial competencies for Industry 4.0: Implications for social sustainability. Technological Forecasting and Social Change, 173. https://doi.org/10.1016/j.techfore.2021.121080CrossRefGoogle Scholar
Venkatesh, N. (2020). Leadership 4.0: Leadership Strategies for Industry 4.0. Solid State Technology, 63(6), 2709–2713.Google Scholar
Von Au, C. (2020). New Leadership: Führungspersönlichkeiten im digitalen Zeitalter. In Harwardt, M., Niermann, P. F.-J., Schmutte, A. M., & Steuernagel, A. (Eds.), Führen und Managen in der digitalen Transformation: Trends, Best Practices und Herausforderungen (pp. 99–113). Springer Fachmedien; Springer Gabler.CrossRefGoogle Scholar
Wilk, G. (2011). Stellenbeschreibungen und Anforderungsprofile. Haufe-Praxisratgeber. Haufe-Lexware.Google Scholar
Wirtz, M.A. (Ed.). (2020). Dorsch-Lexikon der Psychologie (19th ed.). Hogrefe.CrossRefGoogle Scholar
You have
Access
Open access