Kulturelle, historische und regionale Unterschiede im wiedervereinigten Deutschland: Angleichung der Produktivitätswerte mittels differenzierter Führungskompetenzen am Beispiel zweier KMU der Lebensmittelbranche

The differences of the reunited Germany with regard to cultural, historical and regional nature were examined under economic aspects and, associated with this, the possibilities for aligning productivity values by means of differentiated leadership competences.

The initial thesis describes a lack of consideration of regional, cultural and historical differences between East and West German employees and thus the failure to adapt leadership to the specifics of East German employees, which contributes to persistent productivity differences between East and West Germany to this day. From this it was deduced that leadership in East and West German companies requires different leadership competences and approaches, adapted to the different employee needs, in order to be able to contribute to an equalisation of the productivity differences.

These differences exist in terms of performance, motivation, communication and behaviour of employees towards colleagues and superiors. It can be concluded from the results of the survey that differences in the human factor between East and West Germany are to be seen as a factor influencing productivity.

It can be seen that East German managers have different leadership skills and use different leadership styles and approaches than West German managers. For example, the eastern leadership style is sometimes described as rather patriarchal. Furthermore, leadership in the East is seen as less success- and performance-oriented and less willing to take risks.

It can be stated that productivity is influenced by various factors (employees, situation, structural aspects, etc.) and that the sole responsibility of an East German leadership style for poorer productivity cannot be established across the board.

For example, a mixture of empathy, sensitivity, collegiality and commitment is described as useful for managing East German employees.

Findings were made regarding the influence of historical-cultural differences on employees, leadership and productivity. Finally, it should be noted that the assumed relationship between adapted leadership and the associated productivity alignment can be confirmed by the statements of the interviewees, but actual proof still needs to be provided.

This work made it possible to develop findings on this comprehensive and complex field of research, which, however, raised additional questions that need to be further investigated. The results of this work form a solid basis for this.