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Verteilte und substituierbare Führung: Wer oder was führt, wenn die Führungskraft mal nicht da ist?

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Aktuelle Führungstheorien und -konzepte

Zusammenfassung

Die klassische Betrachtung der Führung legt das Schwergewicht auf interpersonelle Einflussprozesse, vor allem durch die Führungskraft. In der Führungsrealität von Organisationen ist der Einfluss auf Mitarbeiter jedoch nicht darauf beschränkt. Vielmehr finden sich neben einer möglichen Verteilung von Führungsaufgaben innerhalb einer Gruppe, wie bei der geteilten Führung, und dem Einfluss von verschiedenen Gruppenmitgliedern auf die Führung zusätzlich alternative und oft indirekte Einflußfaktoren auf das Verhalten von Geführten wie Arbeitsstrukturen, Managementsysteme und kulturelle Normen, Selbstführung oder Informations- und Kommunikationstechniken, die die direkte Führung durch Personen ergänzen, temporär oder völlig ersetzen. In diesem Kapitel gehen wir auf die zentralen Ansätze, die verteilte Führung, die Führung als Residualfaktor und das Konzept der Führungssubstitute, näher ein.

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Notes

  1. 1.

    Der Abschnitt zum Team-Leadership in Northouse (2019, S. 371), stammt von Susan E. Kogler Hill.

  2. 2.

    Fitzsimons und Kollegen (2011) haben die möglichen Perspektiven relationaler Führungsbetrachtungen weiter differenziert.

  3. 3.

    In der Literatur zur Selbstführung finden sich zum Teil analoge Verwendungen der Begriffe Selbststeuerung, Selbstmanagement und Selbstführung, etwa im Modell von Mills (1983), der dort die Begriffe des Selbstmanagements bzw. der Selbststeuerung verwendet. Manz (1991), sieht dagegen Selbstmanagement als Zwischenstadium auf dem Weg von externer Führung zu Selbstführung, in der nur das „Wie?“ der Tätigkeit eigenständig festgelegt wird, während bei Selbstführung auch das „Was?“ und „Warum?“ eigenverantwortlich entschieden wird. Zugleich wird ein unterschiedliches Motivationsniveau (extrinsisch vs. intrinsisch) unterstellt. Auch auf der Gruppenebene unterscheiden die beiden Autoren zwischen Selbstführung und Selbstmanagement von Teams (vgl. auch Neck und Manz 2010; Stewart et al., 2011, S. 190).

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  1. Technische Universität Chemnitz, Chemnitz, Deutschland

    Rainhart Lang

  2. Hochschule Hamm-Lippstadt, Hamm, Deutschland

    Irma Rybnikova

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Lang, R., Rybnikova, I. (2021). Verteilte und substituierbare Führung: Wer oder was führt, wenn die Führungskraft mal nicht da ist?. In: Aktuelle Führungstheorien und -konzepte. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-35543-2_7

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