Career and calling: How to master both as a leader

Career and Calling: Successful Leadership in the Field Between Both Worlds

The balance between profession and vocation often proves challenging for leaders. On the one hand, it involves pursuing clear objectives and ensuring the company's economic success. On the other hand, personal fulfilment plays a significant role in maintaining motivation and authenticity in daily leadership. Those who manage to combine their profession and vocation as leaders can not only fulfil their own potential but also inspire their employees in a sustainable way.

The significance of profession and vocation in everyday leadership

The terms 'Beruf' (profession/job) and 'Berufung' (vocation/calling) originate from different perspectives but are closely related: 'Beruf' encompasses the formal tasks and responsibilities that leaders undertake within their organisation. 'Berufung', on the other hand, describes the deeper motivation, sense of purpose, and enjoyment derived from the activity. This inner conviction often acts as a driver for authentic leadership.

Many successful managers report that they don't just work for the sake of the job, but feel their actions are a calling. This leads to greater commitment and helps to overcome difficult situations in everyday business life. At the same time, focusing on career and vocation fosters a better relationship with employees, who feel understood and valued.

How leaders can actively connect career and calling

A leader should be clear about their roles. For example, there's the role of the strategist, who sets long-term goals, the mobiliser, who connects people, or the talent developer, who nurtures potential. For each role, the central question is how work and calling can interlink.

For example, a leader succeeds as an entrepreneur if they not only recognise opportunities for products but also embrace a passion for innovation. This creates a corporate culture in which employees are inspired. Likewise, a change manager can drive change within the company if they themselves are convinced of their mission.

When leaders reflect on their personal values and connect them with the company vision, their sense of purpose grows. This internal drive increases job satisfaction and can, in turn, positively influence performance.

Practical examples from a wide range of industries

BEST PRACTICE at company XYZ (name changed due to NDA contract) A technology executive realised early on that it wasn't just about sales, but about creating real customer value through innovation. With this intention, she led agile teams who enthusiastically developed themselves and created new product strategies.

BEST PRACTICE at ABC (name changed due to NDA contract) In a service company, management was able to significantly reduce staff turnover by targeted employee development and instilling a shared sense of purpose. Management consciously focused on trust and individual development opportunities.

BEST PRACTICE at a family business (name changed due to NDA agreement) The management combined the traditional company philosophy with modern management tools. Emphasis was placed on the holistic development of managers, who lived their role as a calling, thereby sustainably strengthening a positive corporate culture.

Challenges and opportunities in connecting career and calling

The balancing act between professional pressure and personal fulfilment challenges leaders. Often, performance pressure, rapid decision-making and achieving targets are dominant. To unite career and calling means finding time for self-reflection and inner clarity. Because only those who know their own motivation can lead authentically and inspire others.

At the same time, the interplay of many leadership roles opens up diverse opportunities: a value-based approach to leadership strengthens the company culture, employees feel engaged, and innovation is accelerated. This allows for sustainable success that benefits both the company and its people.

My analysis

To live one's profession and vocation as a leader is a long-term process. It requires awareness of one's own role, the courage for change, and the will to connect personal values with economic goals. Those who find this balance create an environment in which motivated teams can deliver exceptional performance. This not only supports the company's results but also enriches the personal development of the leaders themselves.

Further links from the text above:

[1] Leadership roles: career and calling of German managers

[3] Calling – Simply and clearly explained

[5] Manfred Miglar: „Leading is not a profession, but a calling“

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