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Implizite Theorien der Führung: Führung im Auge des Betrachters

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Aktuelle Führungstheorien und -konzepte

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Zusammenfassung

Implizite Führungstheorien gehören zu den kognitiven Ansätzen der Führung. Es sind Alltagstheorien bzw. systematische Annahmen über die an der Führung beteiligten Führungskräfte und Geführten, den Führungskontext, typische Führungssituationen und Führungsereignisse sowie den Verlauf von Führungsinteraktionen, Führungsprozessen und schließlich angestrebte und erwartete Führungsergebnisse. Führung ist vor diesem Hintergrund die kognitive Wissensstruktur eines Beobachters, liegt „im Auge des Betrachters“. Der Ansatz der impliziten Theorien der Führung geht davon aus, dass solche Führungserwartungen einen starken Einfluss auf aktuelle Führungsprozesse haben, indem sie die Wahrnehmung, die Einstellungen und das Verhalten der Akteure beeinflussen. Mit der Überwindung der Führerzentrierung, einem Fokus auf Annahmen über Eigenschaften und Verhaltensweisen von Führungskräften, konzentrieren sich neuere Forschungen zunehmend auf kollektive Vorstellungen zu Führern und Geführten in Gruppen von Akteuren, die Übereinstimmung der jeweiligen Erwartungen der Akteure sowie den Prozess der Entstehung und Beharrung, Veränderung und Wirkung in alltäglichen Führungssituationen.

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Notes

  1. 1.

    Im Fall von Meindl et al. (1985) zeigt sich die Nähe des Ansatzes der Romantik der Führung zu impliziten Theorien, vor allem mit Blick auf die Zuschreibung eines idealisierenden prototypischen Führungsverhaltens, wie etwa bei charismatischer Führung (vgl. auch Schyns & Meindl, 2005).

  2. 2.

    Fields (2007, S. 196 ff.) diskutiert die beiden alternativen kognitiven Modelle zum Zusammenhang von Leistung (der Arbeitseinheit) und der Wahrnehmung und Bewertung des Führungsverhaltens unter Beachtung der impliziten Führungstheorien.

  3. 3.

    Shaw bezieht sich dabei explizit auf Nationalkulturkonzepte und -merkmale (Shaw, 1990, S. 634 ff.).

  4. 4.

    Die Differenzierung von Nationalkulturen nach dem Kontexteinfluss (en. high vs. low context cultures) geht auf Hall (1976) zurück und thematisiert insbesondere Unterschiede in der Kontextabhängigkeit von Kommunikationsprozessen. In Kulturen mit hohem Kontextbezug hat z. B. die implizite, nonverbale Kommunikation eine hohe Bedeutung. Es findet eine stärkere Differenzierung von Kerngruppen wie Familie, und anderen Personen statt, und langfristige stabile Beziehungen sind für die Akteure wichtig.

  5. 5.

    Ähnliche Überlegungen zum permanenten Wandel kognitiver Strukturen finden sich bereits bei Organisationstheoretikern wie Weick und Bougon (1986).

  6. 6.

    Bei den Befunden ist zu beachten, dass die Dimension des narzisstischen Führungsverhaltens der des selbstschützenden Verhaltens in anderen GLOBE-Publikationen entspricht, und dass das partizipative Verhalten entsprechend der GLOBE-Syntax über eine Ablehnung autokratischer und nicht-partizipativer Verhaltensattribute gemessen wurde.

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    Rainhart Lang

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Lang, R. (2021). Implizite Theorien der Führung: Führung im Auge des Betrachters. In: Aktuelle Führungstheorien und -konzepte. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-35543-2_4

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