In my own experience as a manager, the perspectives you attribute to Heidegger, Levinas, and Derrida (!) seem most useful. Servant leadership is a cliche for a reason: the job of a good manager is to help others gain the understanding and clarity of purpose that they need to be the best versions of themselves, and the core of that is being present and available for your reports when they need those things.
And ambiguity, or uncertainty, is the manager's task both to be honest about and to push through. People on your team need to understand that all the plans they make are provisional, and could well be changed, even with little warning, due to factors beyond their control-- and they need to be motivated to commit to, and focus on, those plans anyway. Camus has something to say here too: a good manager is one who can lead Sisyphus to happiness.
In my own experience as a manager, the perspectives you attribute to Heidegger, Levinas, and Derrida (!) seem most useful. Servant leadership is a cliche for a reason: the job of a good manager is to help others gain the understanding and clarity of purpose that they need to be the best versions of themselves, and the core of that is being present and available for your reports when they need those things.
And ambiguity, or uncertainty, is the manager's task both to be honest about and to push through. People on your team need to understand that all the plans they make are provisional, and could well be changed, even with little warning, due to factors beyond their control-- and they need to be motivated to commit to, and focus on, those plans anyway. Camus has something to say here too: a good manager is one who can lead Sisyphus to happiness.