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Beidhändig führen

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Leadership und People Management

Zusammenfassung

Der Führung kommt in ambidextren bzw. beidhändigen Organisationen, die simultan und mit gleicher Gewandtheit sowohl ihr gegenwärtiges Kerngeschäft als auch ihr zukunftsorientiertes Innovationsgeschäft vorantreiben, eine tragende Rolle zu. Ambidextrie – die Fähigkeit, Exploration und Exploitation gleichzeitig zu verfolgen – stellt heute mehr denn je eine zentrale Voraussetzung dafür dar, dass Unternehmen sowohl kurz- als auch langfristig wettbewerbsfähig und somit erfolgreich sein können. Das simultane Verfolgen von Exploration und Exploitation ist aufgrund der gegensätzlichen Anforderungen der beiden Orientierungen jedoch kein einfaches Unterfangen und stellt besonders Führungskräfte vor neue Herausforderungen, denen klassische Führungsansätze nur ungenügend Rechnung tragen. In den vergangenen Jahren haben Forschende deshalb intensiv untersucht, welche Führungsstile, -praktiken und -merkmale sich in solchen Kontexten am effektivsten erweisen, und darauf aufbauend das Konzept der ambidextren Führung entwickelt. Dieses Konzept wird im folgenden Kapitel vorgestellt und anhand verschiedener Ansätze beleuchtet. Im Fokus steht dabei die Frage, wie Führungskräfte auf unterschiedlichen Hierarchiestufen Beidhändigkeit in Teams, Abteilungen oder gesamten Organisationen ermöglichen und fördern können, um so die widersprüchlichen Anforderungen, mit denen sie immer häufiger konfrontiert sind, in Einklang zu bringen.

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  1. Hochschule Luzern Wirtschaft, Luzern, Schweiz

    Julien Nussbaum

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  1. Julien Nussbaum
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Correspondence to Julien Nussbaum .

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  1. Hochschule Luzern - Wirtschaft, Luzern, Schweiz

    Stephanie Kaudela-Baum

  2. Hochschule Luzern - Wirtschaft, Luzern, Schweiz

    Sandrina Meldau

  3. Hochschule Luzern - Wirtschaft, Luzern, Schweiz

    Martin Brasser

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Nussbaum, J. (2022). Beidhändig führen. In: Kaudela-Baum, S., Meldau, S., Brasser, M. (eds) Leadership und People Management . Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-35521-0_25

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  • DOI: https://doi.org/10.1007/978-3-658-35521-0_25

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  • Online ISBN: 978-3-658-35521-0

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