After significant structural and strategic changes, Finform AG’s Compliance Department faced many challenges, such as employee turnover, low morale, and distrust in leadership. Communication gaps and inconsistent leadership practices conflicted with the company’s core values, threatening departmental performance and cultural integrity.

To understand and tackle these challenges, an analysis of the current leadership culture was conducted using the New Leadership model as a desired state. This involved a structured literature review and an anonymous employee survey focused on five core leadership elements. The aim was to identify current gaps in the leadership approach with assessing employee perceptions and develop practical recommendations to align leadership practices with Finform’s values and modern expectations.

The analysis revealed a fundamentally positive team spirit and strong engagement within the Compliance Department. However, clear areas for development emerged, particularly in the areas of feedback, communication, and employee involvement. Ignoring these gaps means risking trust, motivation, and thus overall performance. To address those gaps, the thesis recommends targeted improvements such as establishing a structured feedback culture, fostering transparent and regular communication, and creating opportunities for meaningful employee participation in decision-making. These recommendations are established on the basis of the New Leadership model, which emphasizes empathy, empowerment, and shared responsibility. For Finform AG, the benefits are twofold. A leadership culture that authentically embodies the company’s values and a pilot framework for scalable, people-centered leadership transformation, starting in the Compliance Department and potentially expanding organization wide.