Selbstreflexion in (Groß-)Gruppen - ein Modell mit Zukunft? Das Design eines Führungscurriculums

This article describes the design of a leadership curriculum that both authors developed in 2011 for an international industrial company and its approximately 120 German-speaking executives that has been progressively implemented. It presents the specific requirements of the customer, the composition of the groups and the sequence. The "Four Circles Model of Leadership" provides the theoretical framework. The methods applied in the leadership curriculum are oriented towards triggering self-reflection processes in the participants. Everyday leadership situations provide the starting point for self-reflection. The article closes with a discussion of the meaning of self-reflection for sustainable learning and the advantages of large group settings for the continuing education of executives.