& Learning


more than ten years. We have surveyed over 1,000 managers and employees, collected and analyzed a wide range of data. Building on this, we have developed LEaD (Leadership Effectiveness and Development), a competency model for successful leadership in practice.

The scientifically proven model creates the foundation for evidence-based management diagnostics in leadership issues. The detailed analysis of the results generates the basis for our consulting services in conjunction with the development and implementation of targeted measures in the areas of management development and change management.

Digital change requires "ambidextrous leadership"

The ongoing digital change requires enterprises to maintain traditional processes for current day-to-day business, while at the same time implementing and continuously developing innovative digital business models. This places special demands on executives at all levels of management.

We have found that successful leaders are able to find the right scale between innovation and tradition and balance in the sense of “two-handed leadership”. Successful managers ensure openness, trust, networking and learning, while at the same time ensuring that processes are effectively accelerated and goals achieved. This balance of ambidextrous leadership is a great challenge and requires appropriate structures and processes as well as a corporate culture characterized by agility and a tolerance for errors.

For managers, two-handed leadership requires a good feeling for the environment, a high ability to reflect and motivation to learn, courage and willingness to take risks, as well as personal authenticity and credibility.

The LEaD Competence Model consists of five core competencies and 18 facets that make up successful leadership (move the cursor over the icons in the graphic above to learn more).

The team behind LEaD

The LEaD Competence Model was developed in close cooperation with the scientific community and with empirical evaluation in the sense of “Evidence Based Management”.

Dr. Stefan L. Dörr

Dr. Stefan L. Dörr

1987-1992 Study of industrial and organizational psychology in Munich. 1992-1999 Consultant and senior executive at Hypo-Bank. 1999 Foundation of the consulting firm A47 Consulting. 2006 Doctorate. 2010-2014 Professor of Business Psychology at the University of Applied Management in Erding (Munich). 2012-2014 Stay abroad in Princeton USA. Since 1999 managing partner at A47 Consulting.

Focus areas:
Aptitude and management diagnostics, change management, competence and leadership development, coaching.


Dr. Marion Schmidt-Huber

Dr. Marion Schmidt-Huber

1999-2002 Study of business administration in Heidenheim, specialising in banking. 2002-2007 Study of psychology in Trier and Mannheim. Since 2007 consultant at A47 Consulting. 2007-2011 PhD student in the field of industrial and organizational psychology at the University of Bielefeld. 2011-2015 Research assistant at the Ludwig-Maximilians-University Munich at the LMU Center for Leadership and People Management.

Focus areas:
Aptitude and management diagnostics; personnel, leadership and competence development; coaching


Prof. Dr. Günter W. Maier

Prof. Dr. Günter W. Maier

1985-1992 Study of psychology at the University of Gießen and Munich. 1992-1998 research assistant at the Chair of Organizational and Business Psychology at the University of Munich. 1996 Doctorate. 1998-2003 Research Assistant and Senior Assistant at the Chair of Organizational and Business Psychology at the University of Munich. 2002 Habilitation. Since 2003 Professor of Industrial and Organizational Psychology at the University of Bielefeld.

Focus areas:
Aptitude diagnostics, personality in work life, leadership, motivation (goals, motives), organizational justice, innovation and creativity.