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Administration

Leadership Guidelines for the Central Administration

Leaders are more than ever called upon to adopt a proactive role, define goals, and offer guidance. In line with the professional development policy of 3 May 2016, the University of Würzburg recognises the critical importance of this area. The development of leadership guidelines for the central administration has laid the foundation for systematic leadership development and consistent leadership practices.

A shared leadership culture emerges through active dialogue. Leaders at JMU play a key role in shaping this exchange and therefore bear a special responsibility. The following leadership guidelines for the JMU central administration are designed to promote an open, constructive, and fair working environment that takes account of the underlying conditions, considers individual family situations, and acknowledges the diversity of society found both within and outside JMU. They provide guidance to leaders and their team members on how to interact with each other at work, both in everyday workplace encounters and in challenging situations. These guidelines outline a fundamental understanding of leadership practices.

1. We as leaders ensure good work results.

  • We provide the best possible, service-oriented support for science, research, and education.
  • We ensure the quality of work by clearly defining and organising workflows.
  • We review work outputs and allow ourselves and others to make mistakes.
     

2. We as leaders are aware of our function as role models. 

  • Our leadership behaviour is predictable, reliable, and authentic.
  • We stand loyally behind our teams and speak up for our employees.
  • We act with integrity, fairness, and consistency.
  • We treat others with respect and appreciation.
  • We reflect on our actions.
  • We act keeping cross-department interests in mind.
     

3. We as leaders inform in a clear and transparent manner.

  • We regularly update our teams on goals and developments.
  • We provide reasons for goals and developments.
  • We make clear agreements and adhere to them.
  • We communicate possibilities and limitations.
     

4. We as leaders provide feedback. 

  • We articulate expectations clearly.
  • We offer praise and appreciation for good work.
  • We provide constructive feedback that focuses on the issue and specific behaviour.
  • We are open to feedback and see it as an opportunity for change.
  • We proactively seek conversation at an early stage in situations with a potential for conflict.
     

5. We as leaders involve our team members.

  • We engage our team members in decision-making processes.
  • We engage in constructive discussions with the goal of finding shared solutions.
  • We create a positive work environment.
     

6. We as leaders foster the development of our team members.

  • We are approachable to our team members and listen attentively.
  • We delegate tasks and strengthen the autonomy of our team members by trusting in their abilities.
  • We give our team members opportunities for growth and support their professional and career development.
     

7. We as leaders co-create the future of our university.

  • We support and initiate change.
  • We foster innovation.
  • We work across departments, collaboratively, and in a goal-oriented manner.