Leaders´ resilience

Dr. rer. pol. Charlotte Förster
How leaders deal with critical situations successfully and sustainably

Charlotte Förster is Junior Professor for European Management at the Technical University of Chemnitz. Building on her previous work at the Johannes Kepler University Linz (Austria), her research focuses on pandemic management. Along this line, she currently investigates organizational resilience in hospitals affected by the current corona virus (SARS-CoV-2) around the globe.

Charlotte Förster received her PhD from the Technical University Dresden. After three years examining leaders' resilience, she graduated in 2019. The foundation for this was laid in 2015 when she got her master's degree in business administration that she also received from the Technical University of Dresden. Charlotte Förster previously completed her bachelor’s degree in International Business at the University of Paderborn. During the bachelor study program, she chose English and Spanish as foreign language, which she later supplemented by French. As part of this study program Charlotte Förster also spent a semester abroad in Seville, Spain.

Charlotte Förster worked as research associate for the Institute of Leadership and Change Management at the Johannes Kepler University in Linz (Austria), for the Junior Professorship for Strategic Management at the Technical University of Dresden and for the University of Applied Sciences for Social Work, Education and Nursing Dresden. For the latter, she designed a Human Resource concept funded by the Federal Ministry of Education and Work. She also received teaching assignments at the Brandenburg University of Technology Cottbus-Senftenberg, the Technical University of Chemnitz and the Saxon Administration and Business Academy in Dresden. Charlotte Förster also worked as consultant for strategic (human resource) issues for he University of Applied Sciences for Social Work, Education and Nursing Dresden.

As part of her research, Charlotte Förster has not only conducted various studies on leaders’ resilience, but also deals with the topics of positive leadership, organizational crises, organizational resilience and highly reliable organizations (HROs).
Charlotte Förster
Charlotte FörsterDr. rer. pol.
Curriculum Vitae
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Academic education

04/2016 – 07/2019 Doctoral studies in Strategic Management, Technical University of Dresden; Cumulative dissertation titled as „Leaders’ resilience: A theoretical and empirical analysis” (submitted on 12/18/2018; magna cum laude)

10/2012 – 06/2015 Master program of Business Administration, Technical University of Dresden; Corporate Development and Innovation, Economics, Business Intelligence

10/2008 – 09/2012 Bachelor program of International Business Studies, University of Paderborn

09/2011 – 03/2012 Semester abroad, University of Seville, Spain

Professional experiences

Since 04/2021 Junior professor for European Management (focus: European pandemic management), Technical University of Chemnitz

10/2020 – 03/2021 Leading postdoctoral researcher in the research project “COVRES: Health Care Organizations’ Resilience in the Covid-19 Crisis: A Multi-Level Study Across Europe” (BUS Seed Project), Johannes-Kepler University, Business School (Austria)

10/2020 – 03/2021 Leading postdoctoral researcher in the research project “COVRES: Health Care Organizations’ Resilience in the Covid-19 Crisis: A Multi-Level Study Across Europe” (BUS Seed Project), Johannes-Kepler University, Business School (Austria)

10/2020 – 03/2021 Consultant for strategic (human resource) issues, University of Applied Sciences for Social Work, Education and Nursing Dresden.

12/2019 – 07/2020 Research Associate for design of a HR development concept for the care sector, University of Applied Sciences for Social Work, Education and Nursing Dresden.

01/2020 – 02/2020 Research Associate for a research project regarding leaders’ resilience at the Johannes-Kepler University in Linz (Austria)

04/2017 – 09/2019 Research Associate, Technical University of Dresden, Junior Professorship in Strategic Management

Grants, Awards and funding (selection)

BUS Seed Money for the high impact research project “COVRES: Health Care Organizations’ Resilience in the Covid-19 Crisis: A Multi-Level Study Across Europe” at the Business School of the Johannes-Kepler University, Austria, 06/2020

Travel Award of the Graduate Academy (Technical University of Dresden) in 2019, 2018, and 2017

great!ipid4all proofreading service of the Graduate Academy (Technical University of Dresden) in 2018

3rd prize of the Women's Award of the SPD state parliamentary group for the research project "Women leaders’ resilience - what makes them strong?", 03/2019

DAAD Congress Travel for the Academy of Management Meetings 2018 in Chicago

Publications

Förster, C. & Duchek., S. (forthcoming). Leaders’ Resilience: What leaders can learn from the COVID-19 crisis.

Förster, C. & Duchek, S. (2019). Auf dem Weg zur resilienten Führungskraft. Vorbereiten – Reagieren – Anpassen. Personalführung, 04/2019

Förster, C. & Duchek, S. (2018). Leaders’ resilience: A systematic literature review and future research agenda. Academy of Management Annual Meeting Proceedings, 2018(1): 13879

Förster, C. & Duchek, S. (2018). Resilienz von Führungskräften. Schlüsselfaktor für den langfristigen Erfolg von Unternehmen. Der Betriebswirt, 03/2018

Förster, C. & Duchek, S. (2017). What makes leaders resilient? An exploratory interview study. German Journal of Human Resource Management, 31(4): 281 – 306

Conference contributions

Duchek, S., Förster, C. & Scheuch, I. (2020). Women leaders' resilience: How women reach and succeed in leadership positions. Academy of Management Meeting, 08/07 – 08/11, Vancouver, Canada.

Güttel, W., Duchek, S., Förster, C. & Paparella, C. (2020). Leaders’ behavior for the development of resilient organizations: An empirical investigation. Part of the AoM Symposium: Work-related Resilience and its Various Faces: Integration through Cross-level Investigations. Academy of Management Meeting, 08/07 – 08/11, Vancouver, Canada (cancelled due to COVID-19).

Duchek, S., Förster, C. & Scheuch, I. (2020). Women leaders’ resilience: main factors and implications for organizational practice. 36th EGOS Colloquium, 07/02 – 07/04, virtual conference due to COVID-19.

Förster, C., Leyh, C. & Duchek, S. (2019). What matters when it comes to leaders’ resilience? The meaning of individual, situational and behavioral factors. Autumn workshop of the Scientific Commission Human Resources in the VHB, 09/12 – 09/13, Munich, Germany.

Duchek, S., Förster, C. & Scheuch, I. (2019). Women leaders’ resilience: How women reach and succeed in leadership positions. Autumn workshop of the Scientific Commission Human Resources in the VHB, 09/12 – 09/13, Munich, Germany.                                                

Duchek, S., Förster, C. & Scheuch, I. (2019). Women leaders’ resilience: How women reach and succeed in leadership positions. EURAM Conference, 06/26 – 06/28, Lisbon, Portugal.

Förster, C. (2018). What impacts leaders` resilience on an individual, situational and behavioural level? Autumn workshop of the Scientific Commission Human Resources in the VHB, 09/12 – 09/14, Munich, Germany.

Duchek, S., Förster, C. & Scheuch, I. (2018). Resilienzförderung mit LEGO Serious Play. SAGSAGANetwork Meeting, 09/28 – 09/29, Emden, Germany.

Förster, C. & Duchek, S. (2018): Leaders’ resilience: A systematic literature review and future research agenda. Academy of Management Meeting, 08/10 – 08/14, Chicago, USA.

Duchek, S., Förster, C., Güttel, W. H. & Paparella, C. (2018). Leaders' decision heuristics for the development of organizational resilience: An empirical investigation. 34th EGOS Colloquium, 07/05 – 07/07, Tallinn, Estonia.

Förster, C. & Duchek, S. (2018). Leaders’ resilience - A systematic literature review and future research agenda. EURAM Conference, 06/19 – 06/22, Reykjavik, Iceland.

Förster, C. & Duchek, S. (2017). Leaders’ resilience for sustainability – A literature review. 10th Biennial International Conference of the Dutch HRM Network, 11/09 – 11/10, Nijmegen, Netherlands.

Förster, C. & Duchek, S. (2017). Resilience and leadership – A literature review. Autumn workshop of the Scientific Commission Human Resources in the VHB, 09/21 – 09/22, Paderborn, Germany.

Förster, C. & Duchek, S. (2016). Resilience and Leadership: Examining influencing factors of leaders’ resilience, EURAM Conference, 05/31 – 06/04, Paris, France.

Further conference contributions

Reviewer for the EURAM Conference 2018, 2020, 201 and for the Academy of Management Meetings 2020

Session Chair at the EURAM Conference 2018 in Reykjavik and at the autumn workshop of the Scientific Commission Human Resources in the VHB 2019 in Munich

Discussant at the 34th EGOS Colloquium 2018 in Tallinn

Languages

German (native language) English, including commercial English (fluent) Spanish, including commercial Spanish (good) French (advanced beginner)

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Resilience Research:

Leaders’ resilience

How leaders deal with critical situations successfully and sustainably

Current developments, such as globalization and digitalization, have led to changes in the world of work leading to generally higher pace and overall stress levels. The annual economic costs resulting from this work-related overload have been increasing for years. According to the European Agency for Safety and Health at Work, these costs can be divided into direct and indirect costs, whereby direct costs can be directly assigned to work-related stress (e.g. preventive measures), while indirect costs tend to arise as a result of work-related stress (e.g. lower work productivity due to increased sick leave or fluctuation). Thus, direct costs are only the “tip of the iceberg” (EU-OSHA, 2014).

One buzzword that has been repeatedly used in this context and that can be seen as a result of increasingly tough working conditions and excessive stress is burnout. Burnout defined as a “a state of depletion of a person’s resources and energy” (Sharma, 2007: 23) is not a new but an ongoing problem in the modern world of employment. Although this problem affects all people in the labor market, leaders often play key roles in this scenario because of their key position regarding corporate performance. If leaders fail to deal effectively with current developments, this will not only have negative consequences for the leaders themselves (e.g. overwork), but also easily for their employees (e.g. demotivation) and the entire organization (e.g. lower productivity). Leadership tasks are furthermore usually particularly challenging. Therefore, leaders are often under enormous pressure, which increases the risk of a managerial burnout.

If a leader is not able to deal with it, this can lead to serious consequences for the leader themselves, his or her employees and the entire company. In order to prevent such a trickle-down-effect, leaders who focus on their employees’ and company’s well-being must constantly keep an eye on their own resilience, critically reflecting themselves and, if necessary, take measures to strengthen their resilience. In this context, resilience defines “positive adaptation in the face of risk or adversity” (Wright, Masten & Narayan, 2013: 17; Foerster & Duchek, 2017, 2018) refers not only to the simple abstinence of mental disorders, but to an overall improved physical and psychological well-being (Davydov, Stewart, Ritchie & Chaudieu, 2010; Foerster & Duchek, 2017; Truffino, 2010).

Healthcare organizations’ resilience in the COVID-19 crisis (COVRES)

This research is conducted in cooperation with Prim. Priv.-Doz. Dr. Bernd Lamprecht (Clinic for Pulmonology, Kepler University Hospital), Dr. Georg Reischauer (WU) und Mag. Nina Fürender (JKU).

The spread of COVID-19 seems to have hit Europe out of the blue even though the threat of a global pandemic was definitely beyond the unexpected. Already back in 2015, Bill Gates criticized that for "[t]he next outbreak? We're not ready" (Gates, 2015). In addition to a WHO report on the ten threats to global health in 2019 that stressed, among others, the danger of antimicrobial resistance as well as the occurrence and spread of Ebola and a potential disease X in terms of an unknown pathogen (WHO, 2019), the WHO also released a specific guide “to inform and harmonize national and international pandemic preparedness and response” (WHO, 2017: 2; Rouleau et al., 2020). Initially published in 2009, the guide was revised based on the “lessons learned from the influenza A(H1N1) 2009” (WHO, 2017: 8). The thread of a global pandemic can thus hardly be described as unexpected just as, due to the SARS outbreak in 2003 and the emergence of MERS-CoV in 2012 (WHO, 2019), we cannot frame COVID-19 as a completely unknown disease.
Nonetheless, and despite the fact that China has been affected by the coronavirus before, we were not prepared for this type of outbreak. Even worse, most countries even did not use the summer to prepare thoroughly for a potential second wave which currently hit them with full force, whereas other countries, such as New Zealand or Taiwan harvest the fruits of their anticipation and preparation.
Therefore, as the occurrence of this virus has impressively demonstrated us, the need for organizations being resilient has never been more urgent, in particular for system-relevant infrastructure, such as hospitals. Since healthcare organizations heavily depend on their leaders, even stronger in times of crisis, such as during the current COVID-19 crisis, we aim to understand how the leader related to organizational resilience.
By examining health care organizations’ resilience from a multi-level perspective, we address one of “the grand challenges that confront our species” (Tourish, 2020: 107), especially since this crisis will probably not be the last global pandemic. Thus, we will provide useful implications for health care practice.

For further information, see:

https://www.jku.at/en/business-school/research/bus-seed-projects/

https://www.jku.at/en/institute-of-leadership-and-change-management/

Research Projects:

The importance of the leader for healthcare organizations’ resilience. Lessons from the COVID-19

This project is conducted in cooperation with Mag. Nina Füreder (JKU).

Healthcare institutions are under pressure since years, now, climaxing in the COVID-19 crisis. Highlighted by the current pandemic, it is obvious that healthcare organization must be more resilient than ever.

Although we know that leaders are crucial for the outcome of organizational crisis, the role of leaders for organizational resilience has hardly been investigated.

In order to reduce this research gap and to expand knowledge in this particular research field, we conducted 30 interviews with healthcare experts from three German speaking countries, namely Austria, Germany, and Switzerland. Triangulated by analyzing archival data from newspapers in these countries, ranging from January to December 2020, we show that the leaders’ sensemaking process heavily influences the three phases of organizational resilience (i.e., anticipation, coping, adaptation).

Knowing that future global pandemics are more than likely, we contribute to the future development of healthcare organizations by demonstrating how the leader influences organizational resilience.

Developing an integrated framework of healthcare leaders’ resilience

This project is conducted in cooperation with Dr. Stephanie Duchek (BTU Cottbus-Senftenberg) and Prof. Dr. Silke Geithner (EHS Dresden).

Healthcare institutions are under pressure since years, now, climaxing in the COVID-19 crisis. Even if they are not operating at the trouble spot of the current COVID-19 crisis, healthcare leaders need to be highly resilient in order to remain effectively as well as healthy.

The purpose of this study is to shed light on healthcare leaders’ challenges and, more importantly, to provide deeper insights into healthcare leaders’ resilience.  By doing so, we expand knowledge in this research field and contribute to the reduction of the identified research gap.

We conducted 20 in-depth interviews with German healthcare leaders. More precisely, 35% of our interviewees were physicians, 55% worked in care and 10% worked in related areas (e.g., HR department), whereby 53% of our participants worked in upper, 37% in middle, and 10% in lower leadership positions.

Based on a qualitative content analysis approach, we identified main healthcare leaders’ challenges as well as crucial resilience factors (i.e., individual, situational, and behavioral factors). By integrating insights from contemporary leadership and work-related resilience research, we were able to develop an integrated framework of healthcare leaders’ resilience.

Considering resilience as a context-dependent construct, we contribute to the resilience and healthcare literature by investigating the specialty of healthcare leaders’ resilience. Practical Knowing that future global pandemics are more than likely, we contribute to the future development of resilience interventions that might help not only healthcare leaders to better cope with critical situations but also promote resilience development among their followers and organizations.

The dark side of medical systems: How healthcare institutions slowly but surely erode healthcare leaders’ resilience

This project is conducted in cooperation with Dr. Stephanie Duchek (BTU Cottbus-Senftenberg) and Prof. Dr. Silke Geithner (EHS Dresden).

Working in the healthcare system is exhausting since healthcare institutions have been under pressure for years. They are confronted with rising cost pressures, the steep learning curve of technological development, and a shortage of skilled workers. These constraints are especially challenging for healthcare leaders since they are in a position where they are responsible for their patients and employees, as well as the whole organization. To cope effectively with these circumstances, healthcare leaders need to possess a high degree of resilience.

Although we know that resilience is a context-dependent construct, little is known about the resilience of healthcare leaders and the role of a system’s characteristics in either its emergence or its erosion. The key conclusion of our explorative interview study is that the decline in the resilience of healthcare leaders is a creeping process. We have developed a three-step process model of resilience erosion that, on the one hand, shows factors leading to initially high levels of resilience and, on the other hand, factors eroding that resilience over time. These factors interact in a way that the positive factors are impeded, which leads to diminishing resilience, with potentially dramatic consequences not only for the leaders (e.g., physical or mental illnesses), but also for the whole system in the form of, for example, increasing sick days, absenteeism, and serious mistakes. We provide implications for future resilience research as well as practical implications for a well-functioning healthcare system.

Paradoxical Leadership Behavior: How Leaders Contribute to Organizational Resilience

This project is conducted in cooperation with Dr. Stephanie Duchek (BTU Cottbus-Senftenberg) and Mag. Caroline Parparella (JKU Linz) and Prof. Dr. Wolfgang Güttel (TU Wien).

Living and operating in a global world, the risk for a global economic crisis has never been greater. As the ongoing events in terms of the COVID-19 crisis show, organizations need to be highly resilient to survive in a crises-prone world.

Acknowledging the central role of leaders during organizational crisis, we examine how leaders handle existence-threatening organizational crisis, and how this is affecting organizational resilience. As part of a larger research project on crisis management, we conducted 37 interviews with leaders operating in organizations that were faced with such a major crisis. By telling their own crisis story, our leaders were able to reconstruct their behaviors very precisely.

Resulting from our inductive analysis approach, we found that our leaders’ behavior during these major crises was not straightforward but somehow paradox. In sum, we identified seven pairs of paradoxical leaders’ behaviors in all three phases of the organization’s resilience process (i.e., anticipation, coping, adaptation). Nonetheless and even while leaders also need to balance paradox demands before and after critical situations, this need was particularly relevant during crisis.

By shedding light on how leaders handle major organizational crisis and how this behavior is affecting organizational resilience, we do not only provide important implications for future resilience research but also derive crucial practical implications for crisis management.

Developing a leaders’ resilience scale: The meaning of individual, situational and behavioral factors

This project is conducted in cooperation with Dr. Christian Leyh (TU Dresden) and Dr. Stephanie Duchek (BTU Cottbus-Senftenberg).

Although we know that resilience is a context-dependent construct and despite the various resilience scales being available to measure the particularities of children’s resilience, adults’ resilience or team resilience, there is no resilience scale that has been developed in reference to the particularities of leaders’ resilience. Considering the importance of resilience for today’s leaders, particularly in the face of constant change and uncertainty, further research on this topic is indispensable.

Since a reliable way of measuring leaders’ resilience is the starting point of any future investigation, this research project aims to develop a leaders’ resilience scale. For this purpose, we started with an online survey investigating those factors that matter when it comes to leaders’ resilience. Based on a former exploratory interview study (Foerster & Duchek, 2017) conducted by us and supported by the available literature (Foerster & Duchek, 2018) on the topic, we examined the meaning of 42 individual (i.e., traits and abilities), 35 situational (i.e., resilience-impeding and resilience-promoting factors) and 19 behavioral factors for leaders’ resilience via factor analysis. In this context, factor analysis was based on data from 403 leaders (i.e., 30% female) working for companies situated in Germany (i.e., 98% of the leaders were German nationals). In more details, 54% of the leaders worked in upper leadership positions, 31% in middle leadership positions and 15% in lower leadership positions. In sum, we identified six important leaders’ resilience factors. Based on these study results, the development of the leaders’ resilience scale will be the next step.

Women leaders’ resilience: How women reach and succeed in leadership positions

This project is conducted in cooperation with Dr. Stephanie Duchek (BTU Cottbus-Senftenberg) and Ianina Scheuch (TU Dresden).

Although there are preliminary indications that resilience is a key capability for women on their way to leadership, research in this context is extremely rare. In particular, there is a lack of empirical studies on the specific role of resilience in achieving top leadership positions and on the factors that help to develop high levels of resilience. To narrow this research gap, we provide an exploratory interview study.

We conducted 52 in-depth, semi-structured interviews with women leaders from upper, middle, and lower leadership positions in different industrial sectors. Based on our qualitative content analysis, we identified women’s main challenges on their way to leadership, resilience factors in three categories (experiential, individual, and contextual factors), and opportunities for promoting resilience. Our study contributes to women leaders and (women) leaders’ resilience research and offers a substantial starting point for future empirical research. Furthermore, it provides insights into the development of women leaders’ resilience in practice.

Leaders’ resilience – A systematic literature review and future research agenda

This project is conducted in cooperation with Dr. Stephanie Duchek (BTU Cottbus-Senftenberg)

Today’s leaders are frequently confronted with change; they must cope with critical developments and rapidly respond to unexpected events. In this context, leaders’ resilience is crucial not only to leaders’ but also to their followers’ health and well-being, and, thus, plays an important role for the whole organization. To give a coherent picture of the current state of research, structure the existing knowledge, and identify major research gaps, we conducted a systematic literature review. Based on 162 articles, this review shows that, although the interest in resilience in the leadership context has plainly increased in the past few years, hardly any coherent and context-dependent definition, measure, or framework of leaders’ resilience has been formulated. Instead, most research is limited to the identification of person-related resilience factors. As our study conveys a comprehensive understanding of the current knowledge regarding resilience in the leadership context and, based on that, proposes a new conceptualization of leaders’ resilience, it presents a substantial starting point for further research including a clear research agenda.

What makes leaders resilient? An exploratory interview study

This project is conducted in cooperation with Dr. Stephanie Duchek (BTU Cottbus-Senftenberg)

Although we know that resilient leaders are essential for a healthy and efficient workforce, the resilience of leaders itself is still largely unexplored. Our study aims to identify distinctive resilience factors in leadership and help closing this research gap. We interviewed 27 leaders from various industrial sectors, German regions and leadership positions. In a qualitative content analysis, we identified 77 individual, situational and behavioral factors that seem to impact the resilience of leaders. We divided these factors into meaningful categories and integrated them into a framework appropriate for leadership. This framework shows that in addition to individual traits and abilities, situational factors (private and work environment) and behavioral factors (personal and interpersonal behavior) are highly important and that leaders’ resilience results from an interaction of these factors. As most of the identified factors can be directly influenced by the leader or the organization, our study provides important insights into the effective development and nurturing of leaders’ resilience. Furthermore, the findings can be a helpful starting point for future empirical studies.

Planned or Beginning Research Projects:

  • How leaders’ and organizational resilience is interrelated in the context of organizational crisis?
  • Resilience from an insititutional perspective
  • Identity and organizational resilience
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Resilience Consulting & Training:

Globalization, digitization and the generally increasing competitive pressure have changed the world of work. It has become increasingly complex and fast-paced, characterized by constant change, high time pressure and a lack of recovery phases. The resulting stress level threatens our physical and mental health and sometimes even leads to serious mental illnesses such as burnout.

Although this problem affects all people in the labor market, leaders’ resilience is of special importance. This is because, on the one hand, leaders are strategic resources for the company. On the other hand, the leaders’ stress threatens not only their own health and well-being but also that of their employees through a trickle-down effect. Thus, leaders’ resilience as the ability to deal effectively with critical situations and even grow through it, has been proven to be essential not only for the leaders’ physical and mental health, but also for other employees’ health and efficiency in the company. Thus, promoting leaders’ resilience is not only important for the overall health and efficiency of the company, in an ever more complex and fast-paced economy it also represents an important competitive advantage.

Based on our own study results (see Foerster & Duchek, 2017, 2018, 2019), a sustainable approach designed to promote leaders’ resilience was developed. Although the centerpiece of this approach is a resilience training with LEGO® Serious Play®, identifying the status quo that prevails within a company is also important.

Each of the modules presented below can be booked individually or as a package. Individual adjustments are possible on request. The pricing is also done individually.

Identifying the status quo - measuring resilience and challenges in the company

In order to get an adequate picture of the situation in the company, it is first important to measure the resilience and existing challenges within the company. This can be done using an online survey. Individual interviews can also be conducted to gain a deeper insight into the situation. The leaders’ resilience can be promoted by leaders themselves, for instance through skill building but also by the company, for instance through changes in the work-related environment design. Nonetheless, it is that both the leader and the company support the measures taken through active participation.

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Rechtliches und Datenschutz:

Impressum

Angaben gemäß §5 TMG:

Verantwortlicher für die Webpräsenz charlotte-foerster.com:

Charlotte Förster
Görlitzer Straße 5
01099 Dresden

Deutschland

mobil    +49 (0)1515 663 668 3
email    info@charlotte-foerster.com
www     www.charlotte-foerster.com

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Sofern innerhalb des Internetangebotes die Möglichkeit zur Eingabe persönlicher oder geschäftlicher Daten (Emailadressen, Namen, Anschriften) besteht, so erfolgt die Preisgabe dieser Daten seitens des Nutzers auf ausdrücklich freiwilliger Basis. Die Inanspruchnahme und Bezahlung aller angebotenen Dienste ist – soweit technisch möglich und zumutbar – auch ohne Angabe solcher Daten bzw. unter Angabe anonymisierter Daten oder eines Pseudonyms gestattet. Die Nutzung der im Rahmen des Impressums oder vergleichbarer Angaben veröffentlichten Kontaktdaten wie Postanschriften, Telefon- und Faxnummern sowie Emailadressen durch Dritte zur Übersendung von nicht ausdrücklich angeforderten Informationen ist nicht gestattet. Rechtliche Schritte gegen die Versender von sogenannten Spam-Mails bei Verstössen gegen dieses Verbot sind ausdrücklich vorbehalten.

  1. Google Adsense

Diese Website benutzt Google Adsense, einen Webanzeigendienst der Google Inc., USA (“Google”). Google Adsense verwendet sog. “Cookies” (Textdateien), die auf Ihrem Computer gespeichert werden und die eine Analyse der Benutzung der Website durch Sie ermöglicht. Google Adsense verwendet auch sog. “Web Beacons” (kleine unsichtbare Grafiken) zur Sammlung von Informationen. Durch die Verwendung des Web Beacons können einfache Aktionen wie der Besucherverkehr auf der Webseite aufgezeichnet und gesammelt werden. Die durch den Cookie und/oder Web Beacon erzeugten Informationen über Ihre Benutzung diese Website (einschließlich Ihrer IP-Adresse) werden an einen Server von Google in den USA übertragen und dort gespeichert. Google wird diese Informationen benutzen, um Ihre Nutzung der Website im Hinblick auf die Anzeigen auszuwerten, um Reports über die Websiteaktivitäten und Anzeigen für die Websitebetreiber zusammenzustellen und um weitere mit der Websitenutzung und der Internetnutzung verbundene Dienstleistungen zu erbringen. Auch wird Google diese Informationen gegebenenfalls an Dritte übertragen, sofern dies gesetzlich vorgeschrieben oder soweit Dritte diese Daten im Auftrag von Google verarbeiten. Google wird in keinem Fall Ihre IP-Adresse mit anderen Daten der Google in Verbindung bringen. Das Speichern von Cookies auf Ihrer Festplatte und die Anzeige von Web Beacons können Sie verhindern, indem Sie in Ihren Browser-Einstellungen “keine Cookies akzeptieren” wählen (Im MS Internet-Explorer unter “Extras > Internetoptionen > Datenschutz > Einstellung”; im Firefox unter “Extras > Einstellungen > Datenschutz > Cookies”); wir weisen Sie jedoch darauf hin, dass Sie in diesem Fall gegebenenfalls nicht sämtliche Funktionen dieser Website voll umfänglich nutzen können. Durch die Nutzung dieser Website erklären Sie sich mit der Bearbeitung der über Sie erhobenen Daten durch Google in der zuvor beschriebenen Art und Weise und zu dem zuvor benannten Zweck einverstanden.

  1. Google Analytics

Diese Website benutzt Google Analytics, einen Webanalysedienst der Google Inc. (“Google”). Google Analytics verwendet sog. “Cookies”, Textdateien, die auf Ihrem Computer gespeichert werden und die eine Analyse der Benutzung der Website durch Sie ermöglicht. Die durch den Cookie erzeugten Informationen über Ihre Benutzung diese Website (einschließlich Ihrer IP-Adresse) wird an einen Server von Google in den USA übertragen und dort gespeichert. Google wird diese Informationen benutzen, um Ihre Nutzung der Website auszuwerten, um Reports über die Websiteaktivitäten für die Websitebetreiber zusammenzustellen und um weitere mit der Websitenutzung und der Internetnutzung verbundene Dienstleistungen zu erbringen. Auch wird Google diese Informationen gegebenenfalls an Dritte übertragen, sofern dies gesetzlich vorgeschrieben oder soweit Dritte diese Daten im Auftrag von Google verarbeiten. Google wird in keinem Fall Ihre IP-Adresse mit anderen Daten der Google in Verbindung bringen. Sie können die Installation der Cookies durch eine entsprechende Einstellung Ihrer Browser Software verhindern; wir weisen Sie jedoch darauf hin, dass Sie in diesem Fall gegebenenfalls nicht sämtliche Funktionen dieser Website voll umfänglich nutzen können. Durch die Nutzung dieser Website erklären Sie sich mit der Bearbeitung der über Sie erhobenen Daten durch Google in der zuvor beschriebenen Art und Weise und zu dem zuvor benannten Zweck einverstanden.

  1. Facebook

Diese Webseite nutzt Plugins des Anbieters Facebook.com, welche durch das Unternehmen Facebook Inc., 1601 S. California Avenue, Palo Alto, CA 94304 in den USA bereitgestellt werden. Nutzer unserer Webseite, auf der das Facebook-Plugin installiert ist, werden hiermit darauf hingewiesen, dass durch das Plugin eine Verbindung zu Facebook aufgebaut wird, wodurch eine Übermittlung an Ihren Browser durchgeführt wird, damit das Plugin auf der Webseite erscheint. Des Weiteren werden durch die Nutzung Daten an die Facebook-Server weitergeleitet, welche Informationen über Ihre Webseitenbesuche auf unserer Homepage enthalten. Dies hat für eingeloggte Facebook-Nutzer zur Folge, dass die Nutzungsdaten ihrem persönlichen Facebook-Account zugeordnet werden. Sobald Sie als eingeloggter Facebook-Nutzer aktiv das Facebook-Plugin nutzen (z.B. durch das Klicken auf den „Gefällt mir“ Knopf oder die Nutzung der Kommentarfunktion), werden diese Daten zu Ihrem Facebook-Account übertragen und veröffentlicht. Dies können Sie nur durch vorheriges Ausloggen aus Ihrem Facebook-Account umgehen. Weitere Information bezüglich der Datennutzung durch Facebook entnehmen Sie bitte den datenschutzrechtlichen Bestimmungen auf Facebook.

  1. Rechtswirksamkeit dieses Haftungsausschlusses

Dieser Haftungsausschluss/Disclaimer ist als Teil des Internetangebotes zu betrachten, von dem aus auf diese Seite verwiesen wurde. Sofern Teile oder einzelne Formulierungen dieses Textes der geltenden Rechtslage nicht, nicht mehr oder nicht vollständig entsprechen sollten, bleiben die übrigen Teile des Dokumentes in ihrem Inhalt und ihrer Gültigkeit davon unberührt.

Schnellkontakt:

Charlotte Förster
Görlitzer Straße 5
01099 Dresden

mobil     +49 (0)1515 663 668 3
email     info@charlotte-foerster.com
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