In the modern working world, the role of managers is subject to constant change. Where previously the focus was on instruction and control, empathy, agility and emotional intelligence are now in demand. This change presents managers with new challenges – and makes professional coaching more important than ever.

This insight was the focus of a special management training course at the Satellite Office Stuttgart on Königstrasse. Under the direction of Andreas Lappe, Head of HR, and in collaboration with CEO Anita Gödiker, the participants addressed the topics of modern leadership, living values and targeted personnel development. After all, quality starts with the team – and leadership is the key.

Agenda:

• 1. create clarity in the leadership role
• 2. onboarding is more than a welcome
• 3rd Generation Z wants meaning, feedback and flexibility
• 4. recognize conflicts at an early stage and resolve them constructively
• 5. apply leadership styles according to the situation
• 6. trusting communication as a basis for leadership
• 7. self-reflection as the key to further development

1. create clarity in the leadership role

Good leadership begins with an awareness of one’s own role. Many leaders feel torn between different roles. Sometimes they are a coach, sometimes a decision-maker, sometimes a role model or coordinator – and often all of these at the same time.

A study by the University of Trondheim confirms this: Managers who developed a better understanding of their role through coaching showed a significant improvement in their experience of self-efficacy and in their ability to set goals. At the same time, their job satisfaction and the quality of their working relationships increased.

“Managers who have clearly defined their role make better decisions and communicate them more convincingly,” explains Andreas Lappe from his experience at Satellite Office.

This is how you implement it: Start with an honest self-reflection. What roles do you play as a manager? Clearly define your core roles and communicate these to your team. Make it clear when you act as a decision-maker and when as a coach or moderator.

2. onboarding is more than a welcome

Structured, appreciative onboarding lays the foundation for motivation, loyalty and performance. A study by Reynolds (2011) showed that targeted coaching not only enabled new managers to develop new skills more quickly, but also to better integrate their new role into their professional and private lives.

“Starting out as a manager is a critical moment,” emphasizes Anita Gödiker. “The first few weeks set the course for long-term success.”

How to implement it: Develop a multi-stage onboarding program with a welcome package, structured induction plan, mentoring from an experienced manager and regular coaching sessions. It is important to strike a balance between structure and freedom.

3rd Generation Z wants meaning, feedback and flexibility

Generation Z is challenging managers in a new way. They want flat hierarchies, regular feedback, digital tools and, above all, a workplace with purpose.

A study by Moen and Allgood (2009) showed that coaching led to a significant increase in scores in areas such as employee development, learning and motivation, and relationship building – particularly pronounced in the management of younger team members.

How to implement it: Have regular conversations with your younger team members to better understand their expectations. Establish a culture of feedback in both directions. Offer flexible working models and make it transparent how individual tasks contribute to the bigger picture.

4. recognize conflicts at an early stage and resolve them constructively

Conflicts are part of everyday working life – the decisive factor is how they are handled. A study by Perkins (2009) showed that after coaching, managers disagreed less, attacked less often, asked more clarifying questions and summarized more frequently. They became better at building consensus and reducing tension.

“Conflicts are like icebergs,” explains Andreas Lappe. “What we see is often just the tip. The real causes usually lie beneath the surface.”

How to implement it: Develop a sensitivity for early warning signs such as changes in communication patterns or withdrawal. Practice active listening and make a clear distinction between the person and the problem. In the case of open conflicts, hold structured clarification discussions with a clear framework.

5. apply leadership styles according to the situation

There is no one right management style. Successful leaders adapt their style to the situation, the maturity level of their employees and the task at hand. A meta-analysis by Erik De Haan confirms this: Coaching improves the ability of managers to act according to the situation and adapt their behavior to the respective requirements.

“Leadership is like a toolbox,” explains Anita Gödiker. “The more tools you have, the better you can respond to different challenges.”

How to put it into practice: Expand your repertoire of leadership styles. Consciously analyze the situation before making important decisions: How urgent is the decision? How complex is the problem? How mature is the team? Communicate your leadership style transparently and take individual differences into account.

6. trusting communication as a basis for leadership

Trust is the foundation of every successful collaboration. Open, respectful and transparent communication not only promotes team spirit, but also motivation and innovation.

In an integrative coaching theory, Greif and colleagues identified “appreciation and emotional support” as one of the key impact factors of successful coaching. The study by the University of Trondheim also showed that coaching led to an increase in job satisfaction and the quality of working relationships.

How to put it into practice: Establish regular 1:1 meetings with your employees that also provide space for personal exchanges. Practice active listening and establish a culture in which feedback flows in all directions. Communicate transparently, especially when making difficult decisions, and be reliable in word and deed.

7. self-reflection as the key to further development:

Good leadership starts with yourself. A qualitative study from 2020 showed that just two 120-minute coaching sessions focused on self-reflection led to greater clarity, higher productivity and improved well-being.

“Self-reflection is like a muscle that needs to be trained,” explains Andreas Lappe. “At first, it can be unusual to look at yourself critically. But over time, it becomes a habit – and a powerful tool for personal growth.”

How to put it into practice: Reserve fixed times for your self-reflection, for example 30 minutes at the end of each week. Use a leadership diary and get regular feedback. Practice collegial case consultation and work with structured coaching tools. Set yourself specific development goals based on your reflections.

Conclusion: Modern leadership as a continuous journey

The seven tips for coaching managers form a comprehensive framework for modern, people-oriented and effective leadership. Scientific research confirms the effectiveness of the approaches presented with measurable improvements in leadership skills, team performance and company results.

But ultimately, it’s not about abstract concepts or theories. It’s about people who give their best every day to lead and inspire others and achieve goals together. Modern leadership is not a position or a technique, but an attitude – an attitude of appreciation, curiosity and continuous learning.

At Satellite Office, we see ourselves as companions on this journey. With our flexible working environments, we create spaces for encounters, exchange and innovation – the ideal basis for modern leadership. Because quality starts with the team – and leadership is the key.

Sources:

1. Coaching Magazine: “How effective is coaching?” – Study by the University of Trondheim
2. Haufe: “Study on the effectiveness of coaching” – meta-analysis by Erik De Haan
3. Reynolds, G. (2011): “Exploring the meaning of coaching for newly appointed senior leaders”
4. Moen, F. & Allgood, E. (2009): “Coaching and the effect on self-efficacy”
5. Perkins, R.D. (2009): “How executive coaching can change leader behavior”