Auszug
Leadership ist ein sehr facettenreiches und komplexes Thema, das seit langer Zeit die verschiedensten Disziplinen beschäftigte. Wie weit die Frage, was Führung ist, zurückzudatieren ist, zeigt auch das obige Zitat von Laotse. Neben Führung in Militär, Religion, Politik oder im sozialen Leben ist sie vor allem auch in Organisationen von zentraler Bedeutung. Im letztgenannten Kontext spielt sich Führung insbesondere im Zusammenspiel von Menschen ab, auf deren Schultern streng genommen die Unternehmensführungsfunktion lastet.289 Die Komplexität von Führung wird auch an der Vielzahl von theoretischen Ansätzen, die sich mit der Zeit herausgebildet haben, deutlich. So wird Führung auf bestimmte persönlichkeitsbezogene Eigenschaften zurückgeführt, als spezifische Verhaltensweise interpretiert oder aber als Prozess verstanden. Im organisationalen Kontext findet sich häufig auch die Unterscheidung zwischen Management und Leadership: „There is a difference between leadership and management. Leadership is of the spirit, compounded of personality and vision; its practice is an art. Management is of the mind, a matter of accurate calculation… its practice is a science. Managers are necessary; leaders are essential.“ 290 Obwohl Wissenschaftler wie Bennis & Nanus eine qualitative Unterscheidung zwischen Managern und Leadern vornahmen und damit ihren Beitrag dazu leisteten, dass der Begriff „Management“ zunehmend mit negativen Werten assoziiert wurde,291 sind Bass, Mintzberg, Kotter oder Hinterhuber eher dem Lager zuzurechnen, das Management und Leadership unterschiedliche Rollen zuweist, diese jedoch als einander ergänzend bewertet.292 Heute herrscht grundsätzlich Einigkeit darüber, dass Führungskräfte in einem modernen Unternehmen nur dann erfolgreich sein können, wenn sie sowohl Management als auch Leadership-Fähigkeiten auf sich vereinigen.293
Vgl. Macharzina (2003), S. 123.
Field Marshal Lord W. Slim (Britischer Militärkommandant, 1897–1971) zitiert in van Maurik (2001), S. 2.
Vgl. Bennis/Nanus (1985), S. 21ff.
Vgl. Mintzberg (1973a); Kotter (1988); Kotter (2001); Bass (1990); Hinterhuber (2003).
Vgl. Kotter (1990a), S. 3ff.; Mintzberg (1973a); Yukl (2001), S. 6; Hinterhuber (2003), S. 19f.; Kent (2005), S. 1013. beschaffung, Controlling und Problemlösefahigkeiten — ebenso wichtig wie Leadership-Funktionen — Umgang mit Veränderung, Zielfestlegung, Motivation und Inspiration.294
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(2008). Leadership — Führung im Spannungsfeld von Zentrale und Dezentralen Einheiten. In: Dezentrale Leadership. Gabler. https://doi.org/10.1007/978-3-8349-9965-8_3
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