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Gruppenleistung und Führung

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Zusammenfassung

In diesem Kapitel behandeln wir die Frage, wie soziale Interdependenz und soziale Interaktion die Gruppenleistung beeinflussen. Dabei geben wir Antworten auf die folgenden Einzelfragen: Wie lassen sich gruppenspezifische Effekte auf die Leistung feststellen? Was sind die wichtigsten Hindernisse und Chancen in Bezug auf die Leistung, wenn Menschen in einer Gruppe zusammenarbeiten? Wie können wir die Gruppenleistung systematisch optimieren? Was macht Führung effektiv? Warum ist Führung so entscheidend für die Gruppenleistung? Wir beantworten diese Fragen, indem wir die grundlegenden Prinzipien skizzieren, sie anhand von Beispielen auf spezifische Gruppenaufgaben anwenden und sie selektiv mithilfe empirischer Forschung illustrieren.

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Notes

  1. 1.

    Um die Darstellung konsistent und fokussiert zu halten, verzichten wir darauf, Forschungsarbeiten zu diskutieren, die sich zwar auf die Gruppenleistung beziehen, aber nicht darauf abzielen, systematisch Prozesse auf Gruppenebene zu identifizieren. So hängt die Gruppen- bzw. die Teamleistung z. B. auch vom Zusammenhalt der Gruppe, der Vielfalt der Gruppenmitglieder und der sozialen Identität ab, wie insbesondere die organisationspsychologische Forschung nachgewiesen hat. Da jedoch noch nicht bekannt ist, wie diese Variablen mit Prozessverlusten und Prozessgewinnen in Gruppen zusammenhängen (den Prozessen auf Gruppenebene, die im Mittelpunkt dieses Kapitels stehen), werden entsprechende Forschungsarbeiten hier bis auf wenige Ausnahmen nicht behandelt.

  2. 2.

    Bei Steiner kam noch eine vierte Art von Aufgaben hinzu, nämlich „Aufgaben mit Ermessensspielraum (diskretionäre Aufgaben)“. Aber da sich die Gruppenleistungsforschung bisher kaum mit diesem Aufgabentyp beschäftigt hat, gehen wir hier nicht näher darauf ein.

  3. 3.

    Es lässt sich diskutieren, ob dieser Ansatz zu einer Überschätzung des Gruppenpotenzials führt und somit Gruppen bei der Bewertung ihrer tatsächlichen Leistungen benachteiligt. Einige Forschende erörtern tatsächlich die Möglichkeit von Koordinationsgewinnen auf der Basis unterschiedlicher Konzeptionen des Gruppenpotenzials – darauf können wir jedoch im vorliegenden, eher zur Einführung gedachten Kapitel nicht näher eingehen.

  4. 4.

    Kerr und Bruun (1983) bezeichneten diesen Motivationsverlust ursprünglich als „Trittbrettfahren“. Weil jedoch im Alltagsverständnis „Trittbrettfahren“ und „soziales Faulenzen“ fast dasselbe sind (und sich die beiden Ausdrücke hier unterscheiden), meinen wir, dass „Entbehrlichkeitseffekt“ das Wesen dieses Effekts eher trifft.

  5. 5.

    Diese beiden Beispiele zeigen, dass unter bestimmten Bedingungen bestimmte Arten der Diversität in einer Gruppe vorteilhaft sein können. Ebenso kann sich eine zu starke Einheitlichkeit und Harmonie innerhalb einer Gruppe nachteilig auf die Gruppenergebnisse auswirken, wie z. B. die Literatur zum Gruppendenken (7 Kap. 8) zeigt. Allerdings haben nicht alle Arten von Diversität (z. B. Vielfalt hinsichtlich Alter, Geschlecht, funktionellem Hintergrund usw.) solche Auswirkungen. Der Effekt hängt zudem auch stark von der Art der Aufgabe und vom Kriterium ab, das „gute“ oder „schlechte“ Ergebnisse ausmacht (z. B. erhöht, wie skizziert, die Präferenzvielfalt die Qualität von Gruppenentscheidungen, aber sie kann auch die Umsetzung solcher Entscheidungen behindern). Eine neuere Metaanalyse von Van Knippenberg und Mell (2016) bietet eine gute Darstellung der recht komplexen Beziehung zwischen Diversität und Gruppenleistung.

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Authors and Affiliations

  1. Georg-August-Universität Göttingen, Göttingen, Deutschland

    Stefan Schulz-Hardt

  2. Ludwig-Maximilians-Universität München, München, Deutschland

    Felix C. Brodbeck

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  1. Psychologisches Institut, Universität Zürich, Zürich, Zürich, Schweiz

    Johannes Ullrich

  2. Fakultät für Verhaltens- und Sozialwissenschaften, Universität Groningen, Groningen, The Netherlands

    Wolfgang Stroebe

  3. Experimental Psychology, University of Oxford, Oxford, UK

    Miles Hewstone

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Schulz-Hardt, S., Brodbeck, F.C. (2023). Gruppenleistung und Führung. In: Ullrich, J., Stroebe, W., Hewstone, M. (eds) Sozialpsychologie. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-65297-8_13

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