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Die Führungs-Paradox-These: Führungsunterstützung bei zeitkritischen Projektteams und Auswirkungen auf den Projekterfolg

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Ganzheitliche Unternehmensführung in dynamischen Märkten

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Zusammenfassung

In der Organisations- und Innovationsliteratur wird betont, dass der Erfolg von Projektteams besonders von der Unterstützung von Führungskräften aus dem oberen Management abhängt. Diese hochrangigen Führungskräfte agieren außerhalb des Projektteams und leisten als „Executive Sponsors“, „Machtpromotoren“ oder „Koordinatoren“ eine externe Führungsunterstützung. Da sie die Projektverantwortung gegenüber der Geschäfts- oder Unternehmensleitung tragen, ist eine erfolgreiche Unterstützung des Projektteams für sie von besonderer Relevanz. Die Rolle und Bedeutung einer externen Führungskraft für Projektteams hat auch der Jubilar herausgestellt. Töpfer konzentrierte sich in seiner Arbeit aus dem Jahr 1991 auf die „Managementrolle: Krisenmanager“. Dieser ist einzusetzen, um Schwachstellen im Unternehmen zu definieren und das Projekt der Krisenbehebung zu unterstützen. Töpfer betont, dass eine solche Führungskraft einerseits eine Leistungssteigerung im Unternehmen sicherstellen muss, andererseits die Mitarbeiter insbesondere in schwierigen Zeiten motivieren muss. „Demnach muss er das schwer zu realisierende Profil eines „Januskopfes“ besitzen, der gleichzeitig widersprüchliche Eigenschaften und Verhaltensweisen vereint.“

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  1. Rolf Bühner
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  2. Carina N. Gebhart
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Bühner, R., Gebhart, C.N. (2009). Die Führungs-Paradox-These: Führungsunterstützung bei zeitkritischen Projektteams und Auswirkungen auf den Projekterfolg. In: Hünerberg, R., Mann, A. (eds) Ganzheitliche Unternehmensführung in dynamischen Märkten. Gabler. https://doi.org/10.1007/978-3-8349-8787-7_14

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