The Logofocal Leadership

As Chap. 6 illustrates, while an organization cannot fulfill a meaning itself, it can offer its members an organizational purpose and thus a reason for the organization’s existence, which embeds the organization in a larger context and is aimed at making a positive contribution to its environment. Accordingly, a purpose description that corresponds to the “purpose-based view” represents the first lever of the organizational Ikigai (normative level). To implement the organizational purpose, the organization must deal with its own values, through which the employees within the organization are supposed to implement the organizational purpose in their daily work (see Chap. 7)—this “recognition” of these values by the organization (members) represents the second lever of the organizational Ikigai (strategic level). Both levers fundamentally lead to a common perspective of the organization’s members, so that the third lever establishes that scope of action which corresponds to the “decide” in the individual Ikigai and in which each member can (and should) engage with the values and make his or her personal contribution in everyday work in an individual way. Accordingly, adequate direct leadership—the “logofocal leadership”—represents the lever for the development of such a scope.