Fairness als Führungskompetenz

Strategy and guide line for leaders and companies of the future

A fair dealings with each other and fair organizational structures are crucial for the company's success - in the digital world and agile future even more than before. Fairness is therefore a central success factor for the cooperation of people. But our attitude is ambiguous: Does fairness show - especially as a leader and as a company with clear economic goals - maybe even weakness? Or does fairness even prevent the achievement of goals?

The book "Fairness as Leadership" shows that fairness offers enormous opportunities for us. Both personally, as well as for the people around us and the company we work for. It has been scientifically proven that fairness has an impact on our working environment, motivation and motivation. In addition, it strengthens employee retention and the attractiveness of the company, especially in times of a shortage of skilled workers.


Book Fairness as a leadership competence




Order now:

Softcover: 345 pages
ISBN-10: 3662575167
ISBN-13: 978-3662575161
€ 44,99
ISBN 978-3-662-57517-8
€ 34,99

New Springer Verlag as eBook and Softcover available here





This book is based on intensive research, scientifically proven knowledge and own further education. It creates awareness of the importance of fairness, has answers to important questions and offers concrete implementation steps in the form of: 

  • reflections
  • Tips
  • methods
  • Procedures and work aids
  • checklists

The book helps executives, employees and companies to come as close as possible to fair behavior in each case.

Chapter Overview

1. Fairness on the subject: What do we mean by fairness?

The term fairness is interpreted individually differently. Read about the image of fairness, what the term means to us, how to reach a common understanding and how current scientific know-how can help us.


2. Motivate to fairness: What are the consequences of fairness and unfairness?

Whether a culture of fairness or unfairness is lived in the company has an immediate impact. In this chapter, you will learn what "returns" (opportunities, benefits, profits) and what "expenses" (risks, disadvantages, costs) result from.


3. Clarify prerequisites: What does it take to be fair?

Some people often behave unfairly to others, some less. This chapter sheds light on why we are unfair at all, what fairness hurdles we face, and what fairness competences are needed where.


4. Fairness in implementation (Part 1): Guidelines for fair leadership

Read here which »clarification questions« or criteria can lead to fair behavior, how rules can become fair agreements, how we can use fairness models and how to create meaningful insights (»fairness lessons learned«).


5. Fairness in Implementation (Part 2): Fairness in Important Fields of Application

In this chapter, you will learn valuable information about how to behave fairly in key leadership areas: communication, feedback and criticism, "no-say," delegation and control, conflict situations, and change processes.


6. Fairness in the implementation (Part 3): dealing with unfairness

Read here how to handle unfairness constructively. The focus here is on how to encourage fair behavior and respond fairly to unfairness.


7. Organizational fairness: what can organizations do?

Organizations can actively do something for developing and establishing fairness. Learn in this chapter how you can develop a fair organizational culture and which structures, processes and rules you need. Personnel management and personnel development can also make important contributions.


Dr. Ulrich Wiek has been working as a trainer, consultant and coach since 1999, building on 20 years of professional experience in the sectors of trade, industry, services, public service and public broadcasting. He is a certified fairness coaches / trainers and impulse for fairness & values ​​in communication and leadership with project experience in Germany and internationally. He conducts seminars and trainings, lectures, moderates workshops and coaches executives and managers, both in German and in English.