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UZH is a knowledge institution that demands a high degree of self-management from its various organizational units. Leadership responsibilities are shared among many individuals. Over the past few years, UZH has introduced a number of measures to strengthen leadership and management at the university, including new continuing education programs, the Governance 2020+ project and the recently established Leadership & Governance Academy. UZH’s Leadership and Management Principles, introduced in 2018, were reviewed last year, and a UZH-internal working group led by the HR Department subsequently revised the principles. The updated principles were approved by the Executive Board of the University in April 2024.
Employees today expect to receive regular feedback from their line managers and on an equal footing, as well as clear goals that they can have a say in shaping. By updating the principles guiding its leaders and managers, UZH has addressed this development in the working world. The university has also responded to the results from two university-wide employee surveys carried out in 2019 and 2022. “The surveys indicated that employees often missed what is known as transactional leadership. This refers to leadership conduct that is based on active exchanges between leaders and their employees and that defines clear rules, structures and goals,” says Martin Kleinmann, professor of work and organizational psychology, who was involved in updating the university’s leadership principles.
Transactional leadership refers to leadership conduct that is based on active exchanges between leaders and their employees and that defines clear rules, structures and goals
The updated principles are more detailed and specific than the previous ones and provide clarity for all staff in line with the tenets of good leadership. They distinguish between three leadership contexts (leading yourself, leading others, leading and managing organizational units), setting out 14 specific behaviors, each of which is expanded and explained. The updated principles now cover a wider range of topics, including self-care, conflict resolution, team culture and sustainability.
“Leadership and management principles are like the constitution of an organization. They lay the foundation for cooperation that is based on trust and foster a productive, professional environment. This is why the principles are binding on all leaders and managers at UZH,” says Christian Schwarzenegger, Vice President Faculty Affairs and Scientific Information. “They act as a benchmark for assessing work at all levels. In the context of performance appraisals, they can also be used as concrete guidelines to steer the discussion.”
Leadership and management principles are like the constitution of an organization. They lay the foundation for cooperation that is based on trust and foster a productive, professional environment.
The Leadership and Management Principles underline the importance of leading and taking management tasks seriously. For this reason alone, Johannes Müller-Lotze, head of UZH’s portfolio and asset management office, believes the principles make sense. “They emphasize the appreciation UZH has for efforts to develop good leadership skills. They highlight the expectations placed on people in leadership roles and that leadership not only has a professional, but also a cultural and organizational element,” says Müller-Lotze.
The Leadership and Management Principles highlight the expectations placed on people in leadership roles and that leadership not only has a professional, but also a cultural and organizational element.
According to Karin Bertschinger, Leader HR Department at UZH, the principles aren’t just a tool for (self-)control, they also serve to advance the long-term development of the leadership culture in teams and organizational units. “Fostering a good leadership culture is a collaborative process. Dialogue between leaders and their team members is paramount here,” she says. “This is why all employees, not just those with leadership tasks, should know and think about the UZH Leadership and Management Principles.”
Fostering a good leadership culture is a collaborative process. Dialogue between leaders and their team members is paramount here.
Like many other employees at UZH, Valerie Treyer has a dual role. The senior researcher at the Department of Nuclear Medicine reports to a line manager and is a line manager herself. She considers the revised leadership principles to be a step in the right direction, since the new version does a better job in educating people about what it means to be a good leader, making it easier for leaders and their employees to engage in reflective dialogue. One significant improvement for Treyer, who represents the Association of Senior Researchers and Teaching Staff on the Personnel Commission of UZH, is that the principles now explicitly address self-management. “It takes self-reflection to be able to lead yourself and others, but it also takes a sense of responsibility to implement leadership.”
The revised leadership principles are a step in the right direction, since the new version does a better job in educating people about what it means to be a good leader, making it easier for leaders and their employees to engage in reflective dialogue.
Simon Berwert, administrative head of the Department of Philosophy, has similar views: “I have noticed time and again that employees have a great interest in having line managers that are aware of their role and the responsibility that comes with it, and that they know about leadership tools and the scope that’s available in leading a team.” If the Leadership and Management Principles contribute to this, they’ve fulfilled their purpose, says Berwert, who represents the Association of the Administrative and Technical Staff on the Personnel Commission of UZH. “What’s crucial to me is that people realize that good leadership involves treating employees in an appreciatory manner.”
Employees have a great interest in having line managers that are aware of their role and the responsibility that comes with it, and that they know about leadership tools and the scope that’s available in leading a team.
Lisa Rieble, board member of the Association of Junior Researchers (VAUZ), also welcomes the updated principles. “It shows once again that leadership is an important topic for UZH.” She considers proactive leadership a particularly important part of the principles. “Leaders and employees have to communicate their expectations clearly and negotiate with each other how goals can be achieved.” The new principles should encourage VAUZ and every single employee to address leadership quality on an ongoing basis and, where necessary, demand it, adds Rieble.
Leaders and employees have to communicate their expectations clearly and negotiate with each other how goals can be achieved.
One major challenge is the diverse backgrounds of employees and their different roles, especially in larger organizational units. “The principles help keep an eye on the type of values and leadership tools there are. And employees can refer to these in conversations with their line managers,” says Milo Puhan, who heads up the Epidemiology, Biostatistics and Prevention Institute with some 280 employees, adding: “It’s also essential that employees know where they can get support and advice if, for example, they feel overwhelmed if conflicts arise at work.”
The principles help keep an eye on the type of values and leadership tools there are. And employees can refer to these in conversations with their line managers.
Katharina Michaelowa, dean of the Faculty of Arts and Social Sciences, mentions another practical benefit of the new principles: the revamped website for the UZH Leadership and Management Principles links directly to key information, support services and continuing education programs. “The Leadership and Management Principles can thus also serve as an everyday tool,” says the dean. She hopes that by announcing the new Leadership and Management Principles, more employees will become more aware of their role as leaders and that these offers are also aimed at them: “Many young people in junior academic positions already take on leadership tasks at our university.”
Many young people in junior academic positions already take on leadership tasks at our university.
UZH has a wide range of services and continuing education offers to support line managers at all levels, including professors, in their many tasks. Of course, pursuing these programs requires leaders to invest a lot of time. “But if you don’t take this time, you end up with problems that are much more difficult to solve. That’s why good leadership will ultimately also save you time,” says work psychologist Martin Kleinmann.
