Zusammenfassung
Die fortschreitende Digitalisierung führt zu grundlegenden Veränderungen in der (Personal-) Führung, wobei in der einschlägigen Literatur unterschiedliche Definitions- und Erklärungsansätze zur digitalen Führung vorgeschlagen werden. Der vorliegende Beitrag stellt unterschiedliche Begriffsdefinitionen gegenüber und identifiziert vier relevante Dimensionen der Führung im digitalen Zeitalter: Skills (Fähigkeiten von Führungskräften), Styles (Führungsstile), Areas for Action (Anwendungsbereiche der Führung) und Tools (Führungsinstrumente). Bei den Skills zeigt sich, dass die Kombination von sozialen und technischen Fähigkeiten in der digitalen Führung entscheidend sein wird. Styles weisen vor dem Hintergrund digitaler Führung keine erhebliche Weiterentwicklung auf, vielmehr kommt es zu einer Neuinterpretation bestehender Ansätze. Bezüglich der Areas for Action liegt der Fokus im Ermöglichen von Freiraum, vor allem in Form von Lernen und Weiterentwicklung für Mitarbeiter und Führungskräfte. Tools weisen das Potenzial auf, bisheriges Führungsverhalten am weitreichendsten zu verändern. Hier sind bereits konkrete Produkte und Dienstleistungen am Markt verfügbar, um Führungskräften die Führung im digitalen Zeitalter zu erleichtern bzw. überhaupt erst zu ermöglichen.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Literatur
Antonakis J, Day DV (2017) The nature of leadership. Sage, Thousand Oaks
Avolio BJ, Kahai S, Dodge GE (2000) E-leadership: implications for theory, research, and practice. Leadersh Q 11(4):615–668
Avolio BJ, Kahai S (2003) Adding the “E” to E-leadership: Organizational dynamics 31(4):325–338
Axtell CM, Holman DJ, Unsworth KL, Wall TD, Waterson PE, Harrington E (2000) Shopfloor innovation: facilitating the suggestion and implementation of ideas. J occup organ psychol 73(3):265–285
Bass BM (1999) Two decades of research and development in transformational leadership. Eur j work organ psychol 8(1):9–32
Bass BM, Bass R (2009) The bass handbook of leadership: theory, research, and managerial applications. Simon & Schuster, New York
Bass BM, Riggio RE (2006) Transformational leadership. Lawrence Erlbaum Associates, Mahwah
Bondarouk T, Rüel HJM (2009) Electronic human resource management: challenges in the digital era. Int J Hum Resour Manage 20(3):505–514
Brugger S, Kimmich M (2018) Selbstgesteuert digital lernen. Wirtschaft & Weiterbildung 30(04):24–29
Butts MM, Becker WJ, Boswell WR (2015) Hot buttons and time sinks: The effects of electronic communication during nonwork time on emotions and work-nonwork conflict. Acad Manage J 58(3):763–788
Céleste M. Brotheridge, Ronald E. Riggio, Rebecca J. Reichard, (2008) The emotional and social intelligences of effective leadership. Journal of Managerial Psychology 23(2):169-185
Colbert A, Yee N, George G (2016) The digital workforce and the workplace of the future. Acad Manage J 59(3):731–739
De Paoli D (2015) Virtual organizations: a call for new leadership. Leadership in Spaces and Places. Edward Elgar Publishing, Cheltenham, UK, S 109
Deterding S, Khaled R, Nacke LE, Dixon D (2011) Gamification: toward a definition. CHI 2011 gamification workshop proceedings 12, Vancouver
Dixon KR, Panteli N (2010) From virtual teams to virtuality in teams. Hum Relat 63(8):1177–1197
Dyer A, Barybnika E, Erker CP, Sullivan J (2018) A CEO’s guide to leading and learning in the digital age. The Boston Consulting Group. https://www.bcg.com/publications/2018/ceo-guide-leading-learning-digital-age.aspx. Zugegriffen: 24. Apr. 2019
Ellinger AD, Watkins KE, Bostrom RP (1999) Managers as facilitators of learning in learning organizations. Hum Resour Dev Q 10(2):105–124
El Sawy OA, Kræmmergaard P, Amsinck H, Vinther AL (2016) How lego built the foundations and enterprise capabilities for digital leadership. In: MIS Quarterly Executive 15(2):141–166
Ely RJ, Thomas DA (2001) Cultural diversity at work: the effects of diversity perspectives on work group processes and outcomes. Adm Sci Q 46(2):229–273
Friedrich C (2018) Future Learning: Wie und wofür lernen wir? Wissensmanagement 4:26–27
Friedman L, Fleishman EA, Fletcher JM (1992) Cognitive and interpersonal abilities related to the primary activities of R&D managers. J Eng & Technol Manage 9(3–4):211–242
Gastil J (1994) A definition and illustration of democratic leadership. Hum Relat 47(8):953–975
Hesse A (2018) Digitalization and leadership – how experienced leaders interpret daily realities in a digital world. Proceedings of the 51st Hawaii International Conference on System Sciences
Hornuf L, Klus MF, Lohwasser TS, Schwienbacher A (2018) How do banks interact with fintechs? Forms of alliances and their impact on bank value. CESifo Group Munich, CESifo Working Paper Series: 7170
Hunt CS (2015) Leading in the digital era. In: Talent development 69(6):48–53
Kahai SS, Sosik JJ, Avolio BJ (1997) Effects of leadership style and problem structure on work group process and outcomes in an electronic meeting system environment. Pers Psychol 50(1):121–146
Klus MF, Müller J (2018) Identifying leadership skills required in the digital age. In: Discussion paper of the institute for organisational economics (11/2018)
Klug C (2018) Zwischen Kundenorientierung und Mitarbeiterwünschen. Wirtschaft & Weiterbildung 30(10):34–37
Kochan T, Bezrukova K, Ely R, Jackson S, Joshi A, Jehn K (2003) The effects of diversity on business performance: report of the diversity research network. Hum Resour Manage 42(1):3-21: (Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management)
Lam C, Huang XU, Chan S (2015) The threshold effect of participative leadership and the role of leader of leader information sharing. Acad Manage J 58(3):836–855
Landers RN (2014) Developing a theory of gamified learning: linking serious games and gamification of learning. Simul Gaming 45(6):752–768
Leist L (2019) Neue Lernkultur als Schlüssel zum digitalen Zeitalter. Witschaft & Weiterbildung 1:38–40
Lippe G (2015) Führung als Herausforderung. Springer Gabler, Berlin
Liu W, Lepak DP, Takeuchi R, Sims HP (2003) Matching leadership styles with employment modes: strategic human resource management perspective. Hum Resour Manage Rev 13(1):127–152
Lord RG, Hall RJ (2005) Identity, deep structure and the development of leadership skill. The leadership quarterly 16(4):591–615
Lorenzo R, Voigt N, Tsusaka M, Krentz M, Abouzahr K (2018) How diverse leadership teams boost innovation. The Boston Consulting Group. https://www.bcg.com/de-de/publications/2018/how-diverse-leadership-teams-boost-innovation.aspx. Zugegriffen: 24. Apr. 2019
Malhotra A, Majchrzak A, Rosen B (2007) Leading virtual teams. Acad Manage Perspectives 21(1):60–70
Military Leadership Diversity Commission (2010) Effective diversity leadership – definition and practices. Issue Paper 29
Milliken FJ, Martins LL (1996) Searching for common threads: understanding the multiple effects of diversity in organizational groups. Acad Manag Rev 21(2):402–433
Müller R, Turner JR (2007) Matching the project manager’s leadership style to project type. Int J Project Manage 25(1):21–32
Muntean CI (2011) Raising engagement in e-learning through gamification. Proc. 6th International Conference on Virtual Learning ICVL, Cluj-Napoca, Rumänien
Neufeld DJ, Wan Z, Fang Y (2010) Remote leadership, communication effectiveness and leader performance. Group decision and negotiation 19(3):227–246
Neuberger O (2002) Führen und führen lassen. Lucius & Lucius, Stuttgart
Phelps KC (2014) “So much technology, So little talent”? Skills for harnessing technology for leadership outcomes. J of Leadersh Stud 8(2):51–56
Petry T (2018) Digital leadership. In: North K, Maier R, Haas O (Hrsg) Knowledge management in digital change – new findings and practical cases. Springer International Publishing, Heidelberg, S 209–218
Riggio RE, Reichard RJ (2008) J Manage Psychol 23(2):169–185
Schwertfeger B (2017) Telekom-Manager lernen digital und selbstgesteuert. Wirtschaft & Weiterbildung 29(06):38–39
Sharpless M, Taylor J, Vavoula G (2005) Towards a theory of mobile learning. University of Birmingham, Birmingham
Somech A (2005) Directive versus participative leadership: two complementary approaches to managing school effectiveness. Educ Adm Q 41(5):777–800
Stock-Homburg R (2010) Personalmanagement: Theorien-Konzepte-Instrumente. Gabler, Wiesbaden
Sudahl M (2018) Wie Holokratie das Wissensmanagement verändert: Bosch, Daimler & Co. berichten von ihrem Führungsalltag. Wissensmanagement 6:46–47
Tarafdar M (2016) The three new skills managers need. In: MIT Sloan Manage Rev 58(1):162–166
Tsusaka M, Reeves M, Hurder S, Harnoss J (2017) Diversity at work. The Boston Consulting Group. https://www.bcg.com/publications/2017/diversity-at-work.aspx. Zugegriffen: 24. Apr. 2019
Uhl-Bien M, Marion R, McKelvey B (2007) Complexity leadership theory: shifting leadership from the industrial age to the knowledge era. Leadersh Q 18(4):298–318
Wittschier BM (2018) Interne Wissensvermittlung gegen den Fachkräftemangel. Wissensmanagement 4:30–31
Zumstein D, Hundertmark S (2017) Chatbots – An interactive technology for personalized communication, transactions and services. In: IADIS International Journal on WWW/Internet 15(1):96–109
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2019 Springer-Verlag GmbH Deutschland, ein Teil von Springer Nature
About this chapter
Cite this chapter
Dorozalla, F., Klus, M.F. (2019). Digital Leadership – Status quo der digitalen Führung. In: Groß, M., Müller-Wiegand, M., Pinnow, D. (eds) Zukunftsfähige Unternehmensführung. Springer Gabler, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-59527-5_5
Download citation
DOI: https://doi.org/10.1007/978-3-662-59527-5_5
Published:
Publisher Name: Springer Gabler, Berlin, Heidelberg
Print ISBN: 978-3-662-59526-8
Online ISBN: 978-3-662-59527-5
eBook Packages: Business and Economics (German Language)