Specialist article
Leading with AI
From: “SWZ Südtiroler Wirtschaftszeitung - Fokus digital,” March 2026 by B. Liebermeister
AI is radically transforming leadership—not by replacing leaders, but by holding up a mirror to them. The article explains why AI is only as good as the leadership behind it and why responsibility, attitude, and data quality are becoming the true essence of leadership. Anyone who views AI today merely as a tool is underestimating it—and risks being unable to lead effectively tomorrow.
Neuro-Leadership: How Neuroscience Optimizes Leadership Behavior
From: “KMU Magazin,” February 2026 by B. Liebermeister
Leadership today rarely fails because of methods—but because we don’t truly understand the people behind them. This article explains why our brains often react differently than we expect in a complex, digital work environment—and why that is precisely where the key to effective leadership lies. Those who still rely solely on skills today are using outdated leadership methods—what matters most is the ability to flexibly and consciously reorient oneself in uncertain situations.
Next Level leadership
From: “Elektropraktiker,” January 2026 by B. Liebermeister
Next Level Leadership does not mean handing over leadership to AI, but rather consciously elevating it to a new level: with a clear stance, responsibility, and the proper use of technology. Using nine key principles, the article shows how leaders can use AI effectively—as a support, not a replacement—and why true leadership remains with humans. Those who understand and live by these principles actively shape the future rather than being left behind by it.
The Human in the Age of AI - 11 Reasons for Our Indispensability
From: "OFFICE ROXX MAG", December 2025 by B. Liebermeister
Artificial intelligence is taking on more and more tasks – but what remains for humans? This article demonstrates, with eleven clear arguments, why human abilities such as consciousness, values, intuition, creativity, and interpersonal skills remain indispensable even in the age of AI. It makes clear why leadership must become not technical, but human, and why AI is a tool – but never a benchmark for meaning, responsibility, and attitude.
Build and leverage the strengths of the employees.
From: "HCM", December 2025 by B. Liebermeister
Why do many teams fall short of their potential? This article shows how strongly leadership focuses on deficits – and what consequences this has for motivation, performance, and retention. The article advocates for a consistent shift in perspective: away from a fixation on weaknesses, towards the targeted development of individual strengths. It makes clear why true peak performance occurs where talents are recognized, nurtured, and meaningfully utilized.
Leadership begins in the mind
From: "BILDUNGaktuell.", November 2025 by B. Liebermeister
The article shows that effective leadership begins in the mind and only succeeds when leaders understand how the human brain thinks, makes decisions, handles stress, and develops motivation. Neuro-leadership provides the crucial perspective to reflect on one's own behavior, lead teams effectively even in uncertainty, and adapt leadership to the complex demands of today's working world.
Leadership with AI? Why Artificial Intelligence Does Not Replace Human Leadership
From: "gmbhchef.", November 2025 by B. Liebermeister
Artificial intelligence fundamentally changes leadership and can effectively support decision-making processes, collaboration, and efficiency – however, it is not a substitute for human leadership. Responsibility, ethical consideration, contextual understanding, and intuition remain central leadership tasks that AI, as a learning tool, can enhance but can never take over.
The Alpha-Intelligence model – competencies alone are not enough
From: "KMU Magazin", October 2025 by B. Liebermeister
Barbara Liebermeister explains why classical competencies are no longer sufficient in a complex, unpredictable world. Her Alpha-Intelligence Model shows what new intelligences leaders need to remain effective in the future.
Artificial intelligence does not replace human leadership.
From: "Network Karriere", October 2025 by B. Liebermeister
In this article, Barbara Liebermeister explains why artificial intelligence, while a valuable tool for modern leadership, can never replace the human element. She demonstrates how leaders can strategically utilize AI to improve decision-making while preserving empathy, responsibility, and intuition as key leadership qualities.
Refill the energy tanks
From: "Change Management", September 2025 by B. Liebermeister
Many executives have been working at their limits for years. Barbara Liebermeister shows in twelve practical self-coaching tips how to recharge energy, recognize boundaries, and strengthen one's resilience – before exhaustion becomes routine.
Leading with AI, not by AI
From: "Beschaffung aktuell", September 2025 by B. Liebermeister
Barbara Liebermeister makes it clear: Artificial Intelligence can do many things – but not lead. For responsibility, conscience, and contextual understanding remain human. Leadership with AI means to use technology intentionally, without giving up the human aspect.
Operational in ambiguous situations
From: "Maschinenmarkt", August 2025 by B. Liebermeister
Barbara Liebermeister shows how leaders can remain effective in the VUCA world despite uncertainty. Instead of reacting hastily, it is important to develop tolerance for ambiguity – the ability to endure contradictions and still act decisively.
How to remain action-oriented in ambiguous situations
From: "Die Mediation", April 2025 by B. Liebermeister
In the modern (work) world, leaders constantly face questions that have no clear answers and challenges for which there are still no definitive solutions. In such situations, it is important to remain as calm as possible. This can be learned and conveyed to others so that they can quickly get back into action mode.
Leader or manager?
From: "DENTAL MAGAZINE", March 2025 by B. Liebermeister
The term leadership now embellishes almost all publications surrounding the topic of leadership. However, it is rarely described in concrete terms what distinguishes a "Leader" from a classic manager. Barbara Liebermeister, head of IFIDZ in Wiesbaden, provides the necessary clarity. With the modern leadership skills of a "Leader," practice owners can also advance.
Twelve tips - how to give a successful speech
From: "MaschinenMarkt", March 2025 by B. Liebermeister
During the time before and after the turn of the year, executives often have to give speeches. Here’s what they should pay attention to in order for the speech to be successful.
Expand contacts for personal relationships
From: “NETCOO”, March 2025 by B. Liebermeister
The modern digital communication media often tempt us to communicate with others “en passant”, that is, rather casually. This negatively impacts the quality of our relationships.
Please be personal!
From: "BILDUNGaktuell", February 2025 by B. Liebermeister
The digital communication media often tempt us to communicate with other people rather casually. This negatively affects the quality of our relationships, knows Barbara Liebermeister
Maintain contacts individually
From: "bindereport", February 2025 by B. Liebermeister
The digital media often tempt us towards casual communication. However, this negatively impacts the quality of our relationships.
Influencers as role models for executives?
From: “Die Mediation”, February 2025 by B. Liebermeister
The demands on leaders have increased enormously in recent years. In addition to the qualities that have always been required, it is now also essential to have the ability to quickly and flexibly develop a network of relationships in order to achieve the desired impact - both internally and externally. Leaders can learn a lot from influencers - not only with regard to the relevant social media platforms.
Leaders are challenged and sometimes overwhelmed.
From: "Lernende Organisation", January 2025 by B. Liebermeister
An online survey conducted by IFIDZ, Wiesbaden, found that leaders are currently most concerned with operational tasks and the questions: "How do I stay productive in the long term?" and "How do I keep employee motivation high?"
Conversations that resonate, plan, and hold
From: "NETCOO MAGAZIN", January 2025 by B. Liebermeister
Executives often have to give speeches in the time before and after the turn of the year – not just at Christmas parties and New Year receptions, but also at (sales) kick-offs. Here are 12 tips.
