Advertisement

Führung von Mitarbeitern

  • Friedemann W. Nerdinger
Chapter
Part of the Springer-Lehrbuch book series (SLB)

Zusammenfassung

Führung ist die bewusste und zielbezogene Einflussnahme auf Menschen. Die wichtigsten Eigenschaften erfolgreicher Führer sind Extraversion, Gewissenhaftigkeit und Intelligenz. Beim Führungsverhalten lassen sich die Dimensionen Mitarbeiter- und Aufgabenorientierung unterscheiden. Transformationale Führung beschreibt ein sinnstiftendes Verhalten, das die Mitarbeiter zu zusätzlichen Anstrengungen und größerer Leistung führt. Seine besondere Wirkung entfaltet es über den Einfluss auf die Emotionen der Mitarbeiter. Führungsverhalten symbolisiert auch die Werte und Überzeugungen des Unternehmens. Wird diese Tatsache gezielt bei der Führung von Mitarbeitern beachtet, so liegt symbolische Führung vor. Ethisch betrachtet lässt sich eine helle und eine dunkle Seite der Führung unterscheiden. Die helle Seite thematisiert eher moralische Wunschvorstellungen des Führungsverhaltens. Dunkles Führungsverhalten löst kontraproduktives Verhalten der Mitarbeiter aus und beeinträchtigt deren Wohlbefinden.

Literatur

  1. Alvesson, M. (2017). Waiting for Godot: Eight major problems in the odd field of leadership studies. Leadership. https://doi.org/10.1177/17427/50/17736707.CrossRefGoogle Scholar
  2. Antonakis, J., Bastardoz, N., Jacquart, P., & Shamir, B. (2016). Charisma: An ill-defined and ill-measured gift. Annual Review of Organizational Psychology and Organizational Behavior, 3, 291–319.CrossRefGoogle Scholar
  3. Antonakis, J., House, R., & Simonton, D. K. (2017). Can super smart leaders suffer from too much of a good thing? The curvilinear effect of intelligence on perceived leadership behaviour. Journal of Applied Psychology, 102, 1003–1021.CrossRefPubMedCentralGoogle Scholar
  4. Arnold, K. A. (2017). Transformational leadership and employee psychological well-being. A review and directions for future research. Journal of Occupational Health Psychology, 22, 381–399.CrossRefPubMedCentralGoogle Scholar
  5. Avolio, B. J., Gardner, W. L., Walumbwa, F. O., Luthans, F., & May, D. R. (2004). Unlocking the mask: A look at the process by which authentic leaders impact follower attitudes and behaviors. The Leadership Quarterly, 15, 801–823.CrossRefGoogle Scholar
  6. Avolio, B. J., Sosik, J. J., & Berson, Y. (2013). Leadership models, methods, and applications: Progress and remaining blind spots. In N. W. Schmitt & S. Highhouse (Hrsg.), Industrial and organizational psychology. Handbook of psychology, (Bd. 12, S. 367–389). Hoboken: Wiley.Google Scholar
  7. Bass, B. M. (1985). Leadership and performance beyond expectations. New York: The Free Press.Google Scholar
  8. Bass, B. M., & Avolio, B. (1990). Transformational leadership development. Manual for the multifactor leadership questionnaire. Palo Alto: Consulting Psychologists.Google Scholar
  9. Bass, B. M., & Steidlmeier, P. (1999). Ethics, character and authentic transformational leadership behavior. The Leadership Quarterly, 10, 181–217.CrossRefGoogle Scholar
  10. Blickle, G. (2003). Einflusstaktiken von Mitarbeitern und Vorgesetztenbeurteilung: eine prädiktive Feldstudie. Zeitschrift für Personalpsychologie, 2, 4–12.CrossRefGoogle Scholar
  11. Blickle, G. (2004). Einflusskompetenz in Organisationen. Psychologische Rundschau, 55, 82–93.CrossRefGoogle Scholar
  12. Blickle, G., & Gönner, S. (1999). Studien zur Validierung eines Inventars zur Erfassung intraorganisationaler Einflussstrategien. Diagnostica, 45, 35–46.CrossRefGoogle Scholar
  13. Blickle, G., & Schneider, P. (2010). Anpassungs- und Veränderungsbereitschaft angesichts des Wandels der Arbeit. In U. Kleinbeck & K.-H. Schmidt (Hrsg.), Arbeitspsychologie 2. Aufl. Enzyklopädie der Psychologie, (Bd. D/III/1, S. 431–470). Göttingen: Hogrefe.Google Scholar
  14. Blickle, G., Schlegel, A., Fassbender, P., & Klein, U. (2006). Some personality correlates of business white-collar crime. Applied Psychology: An International Review, 55, 220–233.CrossRefGoogle Scholar
  15. Blickle, G., Kane-Frieder, R. E., Oerder, K., Wihler, A., von Below, A., Schütte, N., Matanovic, A., Mudlagk, D., Kokudeva, T., & Ferris, G. R. (2013). Leader behaviors as mediators of the leader characteristics – follower satisfaction relationship. Group & Organization Management, 38, 601–629.CrossRefGoogle Scholar
  16. Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: a meta-analysis. Journal of Applied Psychology, 89, 901–910.CrossRefPubMedCentralGoogle Scholar
  17. Bono, J., Foldes, H. J., Vinson, G., & Muros, J. P. (2007). Workplace emotions: the role of supervision and leadership. Journal of Applied Psychology, 92, 1357–1367.CrossRefPubMedCentralGoogle Scholar
  18. Borkenau, P., & Ostendorf, F. (1993). NEO-Fünf-Faktoren-Inventar (NEO-FFI). Göttingen: Hogrefe.Google Scholar
  19. Braun, S., Frey, D., Nübold, A., & Maier, G. W. (2017). Führung. In H. W. Bierhoff & D. Frey (Hrsg.), Kommunikation, Interaktion und soziale Gruppenprozesse. Enzyklopädie der Psychologie, (Bd. C/VI/3, S. 543–598). Göttingen: Hogrefe.Google Scholar
  20. Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: a social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117–134.CrossRefGoogle Scholar
  21. Burns, J. M. (1978). Leadership. New York: Harper.Google Scholar
  22. Chen, Z., Zhu, J., & Zhou, M. (2015). How does a servant leader fuel the service fire? A multilevel model of servant leadership, individual self identity, group competition climate, and customer service performance. Journal of Applied Psychology, 100, 511–521.CrossRefPubMedCentralGoogle Scholar
  23. Chuang, A., Judge, T. A., & Liaw, Y. J. (2012). Transformational leadership and customer service: A moderated mediation model of negative affectivity and emotion regulation. European Journal of Work and Organizational Psychology, 21, 28–56.CrossRefGoogle Scholar
  24. Crevani, L., Lindgren, M., & Packendorff, J. (2007). Shared leadership: A postheroic perspective on leadership as a collective construction. International Journal of Leadership Studies, 3, 40–67.Google Scholar
  25. van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37, 1228–1261.CrossRefGoogle Scholar
  26. D’Innocenzo, L., Mathieu, J. E., & Kukenberger, M. R. (2016). A meta-analysis of different forms of shared leadership-team performance relations. Journal of Management, 42, 1964–1991.CrossRefGoogle Scholar
  27. Drescher, M. A., Korsgaard, M. A., Welpe, I. M., Picot, A., & Wigand, R. T. (2014). The dynamics of shared leadership: Building trust and enhancing performance. Journal of Applied Psychology, 99, 771–783.CrossRefPubMedCentralGoogle Scholar
  28. Effelsberg, D., & Solga, M. (2015). Ethische Risiken transformationaler Führung. In J. Felfe (Hrsg.), Trends der psychologischen Führungsforschung (S. 331–343). Göttingen: Hogrefe.Google Scholar
  29. Eisenbeiß, S. A., & Boerner, S. (2013). A double-edged sword: Transformational leadership and individual creativity. British Journal of Management, 24, 54–68.CrossRefGoogle Scholar
  30. Ewen, C., Wihler, A., Blickle, G., Oerder, K., Ellen, B. P., Douglas, C., & Ferris, G. (2013). Further specification of the leader political skill–leadership effectiveness relationships: Transformational and transactional leader behavior as mediators. The Leadership Quarterly, 24, 516–533.CrossRefGoogle Scholar
  31. Felfe, J. (2006). Validierung einer deutschen Version des „Multifactor Leadership Questionnaire“ (MLQ Form 5x) von Bass und Avolio (1995). Zeitschrift für Arbeits- und Organisationspsychologie, 50, 61–78.CrossRefGoogle Scholar
  32. Felfe, J. (Hrsg.). (2015). Trends der psychologischen Führungsforschung. Neue Konzepte, Methoden und Erkenntnisse. Göttingen: Hogrefe.Google Scholar
  33. Fittkau, B., & Fittkau-Garthe, H. (1971). Fragebogen zur Vorgesetzten-Verhaltens-Beschreibung (FVVB). Handanweisung. Göttingen: Hogrefe.Google Scholar
  34. Fletcher, J. K., & Käufer, K. (2003). Shared leadership: Paradox and possibility. In C. Pearce & J. Conger (Hrsg.), Shared leadership: Reframing the hows and whys of leadership (S. 21–47). Thousand Oaks: SAGE.CrossRefGoogle Scholar
  35. French, J. R. P., & Raven, B. (1959). The bases of social power. In D. Cartwright (Hrsg.), Studies in social power (S. 150–167). Ann Arbor: University Press.Google Scholar
  36. Goldstein, E. B. (2014). Wahrnehmungspsychologie. Der Grundkurs (9. Aufl.). Berlin, Heidelberg: Spektrum.Google Scholar
  37. Gottfredson, R. K., & Aguinis, H. (2017). Leadership behaviors and follower performance: Deductive and inductive examination of theoretical rationales and underlying mechanisms. Journal of Organizational Behavior, 38, 558–591.CrossRefGoogle Scholar
  38. Graen, G. B. (1976). Role-making processes within complex organizations. In M. D. Dunnette (Hrsg.), Handbook of Industrial and Organizational Psychology (S. 1201–1245). Chicago: Rand McNally.Google Scholar
  39. Graen, G. B., & Uhl-Bien, M. (1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying multi-level multi-domain perspective. The Leadership Quarterly, 6, 219–247.CrossRefGoogle Scholar
  40. Grijalva, E., Harms, P. D., Newman, D. A., Gaddis, B. H., & Fraley, B. C. (2015). Narcissism and leadership: A meta-analytic review of linear and nonlinear relationships. Personnel Psychology, 68, 1–47.CrossRefGoogle Scholar
  41. Hemphill, J. K., & Coons, A. E. (1957). Development of the leader behavior description questionnaire. In R. M. Stogdill & A. E. Coons (Hrsg.), Leader behavior. Its description and measurement. Research Monograph, Bd. 88. Columbus: Ohio State University.Google Scholar
  42. Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2016). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of Management, 44, 501–529.CrossRefGoogle Scholar
  43. Jin, S., Myeong-Gut, S., & Shapiro, D. L. (2016). Do happy leaders lead better? Affective and attitudinal antecedents of transformational leadership. The Leadership Quarterly, 27, 64–84.CrossRefGoogle Scholar
  44. Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755–768.CrossRefPubMedCentralGoogle Scholar
  45. Judge, T. A., Bono, J. E., Ilies, R., & Gerhardt, M. W. (2002). Personality and leadership: A qualitative and quantitative review. Journal of Applied Psychology, 87, 765–780.CrossRefGoogle Scholar
  46. Judge, T. A., Colbert, A. E., & Ilies, R. (2004a). Intelligence and leadership: A quantitative review and test of theoretical propositions. Journal of Applied Psychology, 89, 542–552.CrossRefGoogle Scholar
  47. Judge, T. A., Piccolo, R. F., & Ilies, R. (2004b). The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89, 36–51.CrossRefPubMedCentralGoogle Scholar
  48. Kerr, S., & Jermier, J. M. (1978). Substitutes for leadership: Their meaning and management. Organizational Behavior and Human Performance, 22, 375–403.CrossRefGoogle Scholar
  49. Konradt, U. (2014). Toward a theory of dispersed leadership in teams: model, findings, and directions for future research. Leadership, 10, 289–307.CrossRefGoogle Scholar
  50. Kuhn, T., & Weibler, J. (2012). Führungsethik in Organisationen. Stuttgart: Kohlhammer.Google Scholar
  51. Küpers, W., & Weibler, J. (2005). How emotional is transformational leadership really? Some suggestions for a necessary extension. Leadership & Organization Development Journal, 27, 368–383.CrossRefGoogle Scholar
  52. Liden, R. C., Liao, C., & Meuser, J. D. (2014). Servant leadership and serving culture: Influence on individual and unit performance. Academy of Management Journal, 27, 1434–1452.CrossRefGoogle Scholar
  53. Lord, R. G., Day, D. V., Zaccaro, S. J., Avolio, B. J., & Eagly, A. H. (2017). Leadership in applied psychology: Three waves of theory and research. Journal of Applied Psychology, 102, 434–451.CrossRefPubMedCentralGoogle Scholar
  54. Mackey, J. D., Frieder, R. E., Brees, J. R., & Martinko, M. J. (2017). Abusive supervision: a meta-analysis and empirical review. Journal of Management, 43, 1945–1963.CrossRefGoogle Scholar
  55. Mason, C., Griffin, M., & Parker, S. (2014). Transformational leadership development: connecting psychological and behavioral change. Leadership & Organization Development Journal, 35, 174–194.CrossRefGoogle Scholar
  56. Mawritz, M. B., Folger, R., & Latham, G. P. (2014). Supervisors‘ exceedingly difficult goals and abusive supervision: the mediating effects of hindrance stress, anger, and anxiety. Journal of Organizational Behavior, 35, 358–372.CrossRefGoogle Scholar
  57. Mitchell, M. S., Vogel, R. M., & Folger, R. (2013). Beyond the consequences to the victim: The impact of abusive supervision on third-party observers. In R. A. Giacalone & M. D. Promislo (Hrsg.), Handbook of unethical work behavior. Implications for individual well-being (S. 23–43). Armonk: Sharpe.Google Scholar
  58. Nerdinger, F. W. (2011). Psychologie der Dienstleistung. Göttingen: Hogrefe.Google Scholar
  59. Nerdinger, F. W. (2012). Grundlagen des Verhaltens in Organisationen (3. Aufl.). Stuttgart: Kohlhammer.Google Scholar
  60. Nerdinger, F. W., & Pundt, A. (2018). Leadership of customer contact employees – a narrative review. Journal of Service Management Research, 2, 3–15.CrossRefGoogle Scholar
  61. Neuberger, O. (2002). Führen und führen lassen (6. Aufl.). Stuttgart: Lucius & Lucius.Google Scholar
  62. Ng, T. W. H. (2017). Transformational leadership and performance outcomes: Analyses of multiple mediation pathways. The Leadership Quarterly, 28, 385–417.CrossRefGoogle Scholar
  63. Opotow, S. (1990). Moral exclusion and injustice: An introduction. Journal of Social Issues, 46, 1–20.CrossRefGoogle Scholar
  64. Owens, B. P., Wallace, A. S., & Waldman, D. A. (2015). Leader narcissism and follower outcomes: The counterbalancing effect of leader humility. Journal of Applied Psychology, 100, 1203–1213.CrossRefPubMedCentralGoogle Scholar
  65. Padilla, A., Hogan, R., & Kaiser, R. B. (2007). The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. The Leadership Quarterly, 18, 176–194.CrossRefGoogle Scholar
  66. Piecha, A., & Wegge, J. (2015). Shared Leadership in Teams. In J. Felfe (Hrsg.), Trends der psychologischen Führungsforschung. Neue Konzepte, Methoden und Erkenntnisse (S. 79–88). Göttingen: Hogrefe.Google Scholar
  67. Pierce, J. R., & Aguinis, H. (2013). The too-much-of-a-good-thing effect in management. Journal of Management, 39, 313–338.CrossRefGoogle Scholar
  68. Ritter, B. A., & Lord, R. G. (2007). The impact of previous leaders on the evaluation of new leaders: An alternative to prototype matching. Journal of Applied Psychology, 92, 1683–1695.CrossRefPubMedCentralGoogle Scholar
  69. von Rosenstiel, L., & Nerdinger, F. W. (2000). Die Münchner Wertestudien. Überblick und (vorläufiges) Resümee. Psychologische Rundschau, 51, 146–157.CrossRefGoogle Scholar
  70. von Rosenstiel, L., & Nerdinger, F. W. (2011). Grundlagen der Organisationspsychologie (7. Aufl.). Stuttgart: Schäffer-Poeschel.Google Scholar
  71. von Rosenstiel, L., & Wegge, J. (2004). Führung. In H. Schuler (Hrsg.), Organisationspsychologie 2 – Gruppe und Organisation. Enzyklopädie der Psychologie, (Bd. D/III/4, S. 494–558). Göttingen: Hogrefe.Google Scholar
  72. Russel, R. F., & Stone, G. A. (2002). A review of servant leadership attributes: Developing a practical model. Leadership & Organization Development Journal, 23(3), 145–157.CrossRefGoogle Scholar
  73. Russell, J. A. (1980). A circumplex model of affect. Journal of Personality and Social Psychology, 30, 1161–1178.CrossRefGoogle Scholar
  74. Schilling, J., & May, D. (2015). Negative und destruktive Führung. In J. Felfe (Hrsg.), Trends der psychologischen Führungsforschung. Neue Konzepte, Methoden und Erkenntnisse (S. 317–330). Göttingen: Hogrefe.Google Scholar
  75. Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124, 262–274.CrossRefGoogle Scholar
  76. Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24, 138–158.CrossRefGoogle Scholar
  77. Spears, L. C. (1998). Introduction. In L. C. Spears (Hrsg.), The power of servant leadership (S. 1–16). San Francisco: Berrett-Koehler.Google Scholar
  78. Stemmler, G., Hagemann, D., Amelang, M., & Spinath, F. (2016). Differentielle Psychologie und Persönlichkeitsforschung (8. Aufl.). Stuttgart: Kohlhammer.Google Scholar
  79. Steyrer, J. (1999). Charisma in Organisationen. Zum Stand der Theoriebildung und empirischen Forschung. In G. Schreyögg & J. Sydow (Hrsg.), Führung – neu gesehen. Managementforschung (Bd. 9, S. 143–197). Berlin: de Gruyter.Google Scholar
  80. Tepper, B. J. (2000). Consequences of abusive supervision. Academy of Management Journal, 43, 178–190.Google Scholar
  81. Tepper, B. J. (2007). Abusive supervision in work organizations: Review, synthesis, and research agenda. Journal of Management, 33, 261–289.CrossRefGoogle Scholar
  82. Tepper, B. J., Moss, S. E., & Duffy, M. K. (2011). Predictors of abusive supervision: Supervisor perceptions of deep-level dissimilarity, relationship conflict, and subordinate performance. Academy of Management Journal, 54, 279–294.CrossRefGoogle Scholar
  83. Tepper, B. J., Simon, L., & Park, H. M. (2017). Abusive supervision. Annual Review of Organizational Psychology and Organizational Behavior, 4, 123–152.CrossRefGoogle Scholar
  84. Verdorfer, A., & Peus, C. (2015). Servant Leadership. In J. Felfe (Hrsg.), Trends der psychologischen Führungsforschung. Neue Konzepte, Methoden und Erkenntnisse (S. 67–77). Göttingen: Hogrefe.Google Scholar
  85. Verdorfer, A. P., & Peus, C. (2014). The measurement of servant leadership. Validation of a German version of the servant leadership survey (SLS). Zeitschrift für Arbeits- und Organisationspsychologie, 58, 1–16.CrossRefGoogle Scholar
  86. Vergauwe, J., Wille, B., Hofmans, J., Kaiser, R. B., & De Fruyt, F. (2018). The double-edged sword of leader charisma: Understanding the curvilinear relationship between charismatic personality and leader effectiveness. Journal of Personality and Social Psychology, 114, 110–130.CrossRefPubMedCentralGoogle Scholar
  87. Volmer, J., Koch, I. K., & Göritz, A. S. (2016). The bright and the dark sides of leaders’ dark triad traits: Effects on subordinates’ career success and well-being. Personality and Individual Differences, 101, 413–418.CrossRefGoogle Scholar
  88. Wang, D., Waldman, D. A., & Zhang, Z. (2014). A meta-analysis of shared leadership and team effectiveness. Journal of Applied Psychology, 99, 181–198.CrossRefPubMedCentralGoogle Scholar
  89. Weber, M. (1980). Wirtschaft und Gesellschaft. Grundriss der verstehenden Soziologie. Tübingen: Mohr-Siebeck. Original 1921.Google Scholar
  90. Weibler, J. (2016). Personalführung (3. Aufl.). München: Vahlen.CrossRefGoogle Scholar
  91. Wihler, A., Frieder, R., Blickle, G., Oerder, K., & Schütte, N. (2016). Political skill, leadership, and performance: The role of vision identification and articulation. In E. Vigoda-Gadot & A. Drory (Hrsg.), Handbook of Organizational Politics: Looking Back and to the Future (S. 59–94). Cheltenham: Edward Elgar.CrossRefGoogle Scholar
  92. Yukl, G. (2013). Leadership in organizations (8. Aufl.). Upper Saddle River: Pearson.Google Scholar
  93. Zhao, H., Wayne, S. J., Glibkowski, B. C., & Bravo, J. (2007). The impact of psychological contract breach on work-related outcomes: A meta-analysis. Personnel Psychology, 60, 647–680.CrossRefGoogle Scholar

Copyright information

© Springer-Verlag GmbH Deutschland, ein Teil von Springer Nature 2019

Authors and Affiliations

  1. 1.Universität RostockRostockDeutschland

Personalised recommendations