Skip to main content

Digital Leadership – Status quo der digitalen Führung

  • Chapter
  • First Online:
Book cover Zukunftsfähige Unternehmensführung

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.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 29.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 39.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Notes

  1. 1.

    Für konkrete Beispiele einer Gamification-basierten Gestaltung siehe Landers (2014).

  2. 2.

    Für konkrete Beispiele neuer Lernumgebungen deutscher Unternehmen siehe Brugger und Kimmich (2018) sowie Schwertfeger (2017).

Literatur

  • Antonakis J, Day DV (2017) The nature of leadership. Sage, Thousand Oaks

    Google Scholar 

  • Avolio BJ, Kahai S, Dodge GE (2000) E-leadership: implications for theory, research, and practice. Leadersh Q 11(4):615–668

    Article  Google Scholar 

  • Avolio BJ, Kahai S (2003) Adding the “E” to E-leadership: Organizational dynamics 31(4):325–338

    Article  Google Scholar 

  • 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

    Article  Google Scholar 

  • Bass BM (1999) Two decades of research and development in transformational leadership. Eur j work organ psychol 8(1):9–32

    Article  Google Scholar 

  • Bass BM, Bass R (2009) The bass handbook of leadership: theory, research, and managerial applications. Simon & Schuster, New York

    Google Scholar 

  • Bass BM, Riggio RE (2006) Transformational leadership. Lawrence Erlbaum Associates, Mahwah

    Book  Google Scholar 

  • Bondarouk T, Rüel HJM (2009) Electronic human resource management: challenges in the digital era. Int J Hum Resour Manage 20(3):505–514

    Article  Google Scholar 

  • Brugger S, Kimmich M (2018) Selbstgesteuert digital lernen. Wirtschaft & Weiterbildung 30(04):24–29

    Google Scholar 

  • 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

    Article  Google Scholar 

  • 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

    Article  Google Scholar 

  • Colbert A, Yee N, George G (2016) The digital workforce and the workplace of the future. Acad Manage J 59(3):731–739

    Article  Google Scholar 

  • De Paoli D (2015) Virtual organizations: a call for new leadership. Leadership in Spaces and Places. Edward Elgar Publishing, Cheltenham, UK, S 109

    Google Scholar 

  • Deterding S, Khaled R, Nacke LE, Dixon D (2011) Gamification: toward a definition. CHI 2011 gamification workshop proceedings 12, Vancouver

    Google Scholar 

  • Dixon KR, Panteli N (2010) From virtual teams to virtuality in teams. Hum Relat 63(8):1177–1197

    Article  Google Scholar 

  • 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

    Article  Google Scholar 

  • 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

    Google Scholar 

  • 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

    Article  Google Scholar 

  • Friedrich C (2018) Future Learning: Wie und wofür lernen wir? Wissensmanagement 4:26–27

    Google Scholar 

  • 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

    Google Scholar 

  • Gastil J (1994) A definition and illustration of democratic leadership. Hum Relat 47(8):953–975

    Article  Google Scholar 

  • 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

    Google Scholar 

  • 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

    Google Scholar 

  • Hunt CS (2015) Leading in the digital era. In: Talent development 69(6):48–53

    Google Scholar 

  • 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

    Article  Google Scholar 

  • Klus MF, Müller J (2018) Identifying leadership skills required in the digital age. In: Discussion paper of the institute for organisational economics (11/2018)

    Google Scholar 

  • Klug C (2018) Zwischen Kundenorientierung und Mitarbeiterwünschen. Wirtschaft & Weiterbildung 30(10):34–37

    Google Scholar 

  • 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)

    Article  Google Scholar 

  • 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

    Article  Google Scholar 

  • Landers RN (2014) Developing a theory of gamified learning: linking serious games and gamification of learning. Simul Gaming 45(6):752–768

    Article  Google Scholar 

  • Leist L (2019) Neue Lernkultur als Schlüssel zum digitalen Zeitalter. Witschaft & Weiterbildung 1:38–40

    Google Scholar 

  • Lippe G (2015) Führung als Herausforderung. Springer Gabler, Berlin

    Book  Google Scholar 

  • 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

    Article  Google Scholar 

  • Lord RG, Hall RJ (2005) Identity, deep structure and the development of leadership skill. The leadership quarterly 16(4):591–615

    Article  Google Scholar 

  • 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

    Article  Google Scholar 

  • Military Leadership Diversity Commission (2010) Effective diversity leadership – definition and practices. Issue Paper 29

    Google Scholar 

  • 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

    Article  Google Scholar 

  • Müller R, Turner JR (2007) Matching the project manager’s leadership style to project type. Int J Project Manage 25(1):21–32

    Article  Google Scholar 

  • Muntean CI (2011) Raising engagement in e-learning through gamification. Proc. 6th International Conference on Virtual Learning ICVL, Cluj-Napoca, Rumänien

    Google Scholar 

  • Neufeld DJ, Wan Z, Fang Y (2010) Remote leadership, communication effectiveness and leader performance. Group decision and negotiation 19(3):227–246

    Article  Google Scholar 

  • Neuberger O (2002) Führen und führen lassen. Lucius & Lucius, Stuttgart

    Google Scholar 

  • Phelps KC (2014) “So much technology, So little talent”? Skills for harnessing technology for leadership outcomes. J of Leadersh Stud 8(2):51–56

    Article  Google Scholar 

  • 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

    Google Scholar 

  • Riggio RE, Reichard RJ (2008) J Manage Psychol 23(2):169–185

    Google Scholar 

  • Schwertfeger B (2017) Telekom-Manager lernen digital und selbstgesteuert. Wirtschaft & Weiterbildung 29(06):38–39

    Google Scholar 

  • Sharpless M, Taylor J, Vavoula G (2005) Towards a theory of mobile learning. University of Birmingham, Birmingham

    Google Scholar 

  • Somech A (2005) Directive versus participative leadership: two complementary approaches to managing school effectiveness. Educ Adm Q 41(5):777–800

    Article  Google Scholar 

  • Stock-Homburg R (2010) Personalmanagement: Theorien-Konzepte-Instrumente. Gabler, Wiesbaden

    Book  Google Scholar 

  • Sudahl M (2018) Wie Holokratie das Wissensmanagement verändert: Bosch, Daimler & Co. berichten von ihrem Führungsalltag. Wissensmanagement 6:46–47

    Google Scholar 

  • Tarafdar M (2016) The three new skills managers need. In: MIT Sloan Manage Rev 58(1):162–166

    Google Scholar 

  • 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

    Article  Google Scholar 

  • Wittschier BM (2018) Interne Wissensvermittlung gegen den Fachkräftemangel. Wissensmanagement 4:30–31

    Google Scholar 

  • 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

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Florian Dorozalla .

Editor information

Editors and Affiliations

Rights and permissions

Reprints and permissions

Copyright information

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

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

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)

Publish with us

Policies and ethics