Volume 95 (2026), Issue 4

Many organizations and individual managers currently face huge challenges, such as difficult economic conditions and disruptive transformations due to generative artificial intelligence. In addition, the partial deindustrialization of some regions...

This article examines how AI is transforming the foundations of professional authority in consulting and training. As AI increasingly takes over tasks such as analysis, information processing, and decision support, traditional forms of expert-based...

This article analyzes how Artificial Intelligence reshapes the distribution of power within organizations and identifies the ethical conditions required for its responsible governance. Building on Karl Homann’s order ethics, it shows that moral...

Artificial intelligence (AI) is making its way into all areas of the organisation – in planning, reporting, process optimisation, communication and, increasingly, in leadership. Whilst people still guide AI systems today, it has long been clear...

The article shows how communication reflects organizational power relations. The proposed model of symmetrical communication identifies dialogic leadership communication and the communication of top management as key influencing factors. A study...

Holacracy promises to replace classical hierarchies by distributing decision-making authority across roles and processes rather than people. However, this article argues that power does not disappear in holacratic organisations – it merely shifts....

Column: ‘AI Colleague’

The study examined the bottom-up perspective of followers within three profession groups concerning their competence requirements on their leaders. The study comprised the profession field of military, sports, and economy. Within this distinct...

This article examines the extent to which a »paradox mindset« – defined as the cognitive readiness and ability to constructively navigate conflicting demands – can help leaders lead more effectively. Our empirical findings, based on a survey...