Skip to main content
SpringerLink
Log in

Führung in Kontexten von Hoch Risiko Organisationen

  • Living reference work entry
  • First Online:
Handbuch Mitarbeiterführung

Part of the book series: Springer Reference Psychologie ((SRP))

  • 81 Accesses

Zusammenfassung

Die komplexen Bedingungen in Hoch Risiko Organisationen stellen besondere Herausforderungen für Führung dar. Dieses Kapitel beleuchtet zunächst Voraussetzungen für eine erfolgreiche operative Führung und stellt empirische Befunde zu transformationaler Führung und wichtigen nicht-technischen Fertigkeiten von Führungskräften vor. In den Handlungsempfehlungen wird erläutert, auf welche Einstellungen von Teammitgliedern Führungskräfte achten sollten und welche Führungskräftetrainings effektiv sind. Abschließend können anhand von zwei Checklisten Erkenntnisse zur eigenen Organisation gewonnen werden.

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

Access this chapter

Log in via an institution

Institutional subscriptions

Literatur

  • Badke-Schaub, P. (2005). Kommunikation in Kritischen Situationen. In G. Hofinger (Hrsg.), Kommunikation in kritischen Situationen (S. 3–25). Verlag für Polizeiwissenschaft.

    Google Scholar 

  • Bass, B. M. (1985). Leadership and performance beyond expectations. Free Press.

    Google Scholar 

  • Bass, B. M., & Avolio, B. J. (1990). Multifactor leadership questionnaire. Consulting Psychologists Press.

    Google Scholar 

  • Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage.

    Google Scholar 

  • Bierhals, R. (2008). Führung mit geteilten mentalen Modellen. In C. Buerschaper & S. Starke (Hrsg.), Führung und Teamarbeit in kritischen Situationen (S. 86–109). Verlag für Polizeiwissenschaft.

    Google Scholar 

  • Bosch, K. van den, & Riemersma, J. B. J. (2004). Reflections on scenario-based training in tactical command. In S. G. Schiflett, L. R. Elliot, E. Salas, & M. D. Coovert (Hrsg.), Scaled worlds: Development, validation and applications (S. 1–22). Ashgate.

    Google Scholar 

  • Brehmer, B. (1992). Dynamic decision-making: Human control of complex systems. Acta Psychologica, 81, 211–241. https://doi.org/10.1016/0001-6918(92)90019-A

    Article  PubMed  Google Scholar 

  • Butler, P. (2020). The Incident Command Skills (THINCS) system: A users’ guide for UK fire and rescue service. ORCA Online Research @ Cardiff. https://orca.cardiff.ac.uk/id/eprint/129607/. Zugegriffen am 20.12.2022.

  • Cannon-Bowers, J. A., & Salas, E. (1998). Team performance and training in complex environments: Recent findings from applied research. Current Directions in Psychological Science, 7(3), 83–87. https://doi.org/10.1111/1467-8721.ep10773005

    Article  Google Scholar 

  • Cheetham, G., & Chivers, G. (2005). Profession, competence and informal learning. Edward Elgar.

    Google Scholar 

  • De Hoogh, A. H. B., Den Hartog, D. N., Koopman, P. L., Thierry, H., Van den Berg, P. T., Van der Weide, J. G., & Wilderom, C. (2004). Charismatic leadership, environmental dynamism, and performance. European Journal of Work and Organizational Psychology, 13, 447–471.

    Article  Google Scholar 

  • Dewey, J. (1938). Experience and Education (Originalausgabe 1938, veröffentlicht 1997). Touchstone.

    Google Scholar 

  • Dörner, D., Kreuzig, H. W., Reither, F., & Stäudel, T. (1983). Lohhausen. Vom Umgang mit Unbestimmtheit und Komplexität. Verlag Hans Huber.

    Google Scholar 

  • Eberly, M. B., Bluhm, D. J., Guarana, C., Avolio, B. J., & Hannah, S. T. (2017). Staying after the storm: How transformational leadership relates to follower turnover intentions in extreme contexts. Journal of Vocational Behavior, 102, 72–85.

    Article  Google Scholar 

  • Endsley, M. R. (1995). Toward a theory of situation awareness in dynamic systems. Human Factors, 37(1), 32–64.

    Article  Google Scholar 

  • Felfe, J. (2006). Transformationale und charismatische Führung – Stand der Forschung und aktuelle Entwicklungen. Zeitschrift für Personalpsychologie, 5(4), 163–176.

    Article  Google Scholar 

  • Flin, R., Martin, L., Goeters, K. M., Hörmann, H. J., Amalberti, R., Valot, C., & Nijhuis, H. (2003). Development of the NOTECHS (non-technical skills) system for assessing pilots’ CRM skills. Crew Resource Management: Critical Essays, (January), 221–243. https://doi.org/10.4324/9781315194035-1

  • Flin, R., O’Connor, P., & Crichton, M. (2008). Safety at the sharp end. Ashgate.

    Google Scholar 

  • Grote, G. (2012). Führung. In P. Badke-Schaub, G. Hofinger, & K. Lauche (Hrsg.), Human factors (S. 189–204). Springer.

    Chapter  Google Scholar 

  • Hackstein, A., Hagemann, V., Regener, H., & von Kaufmann, F. (2016). Handbuch simulation. Stumpf & Kossendey Verlagsgesellschaft mbH.

    Google Scholar 

  • Hagemann, V. (2011). Trainingsentwicklung für High Responsibility Teams. Pabst Verlag.

    Google Scholar 

  • Hagemann, V. (2016). Debriefing – Kernelement der Simulation. In A. Hackstein, V. Hagemann, H. Regener, & F. von Kaufmann (Hrsg.), Handbuch simulation (S. 174–208). Stumpf + Kossendey.

    Google Scholar 

  • Hagemann, V., Kluge, A., & Ritzmann, S. (2012). Flexibility under complexity: Work contexts, task profiles and team processes of high responsibility teams. Employee Relations, 34(3), 322–338. https://doi.org/10.1108/01425451211217734

    Article  Google Scholar 

  • Hagemann, V., Heinemann, L., Peifer, C., Aust, F., & Holtz, M. (2022). Risky decision making due to goal conflicts in firefighting – Debriefing as a countermeasure to enhance safety behavior. Safety, 8(2), 21. https://doi.org/10.3390/safety8020021

    Article  Google Scholar 

  • Hannah, S. T., & Parry, K. W. (2014). Leadership in extreme contexts. In D. Day (Hrsg.), Oxford handbook of leadership and organizations. Oxford University Press.

    Google Scholar 

  • Heinemann, L., Aust, F., Peifer, C., Holtz, M., Miller, C., & Hagemann, V. (o.J.). Development and application of a questionnaire, the REST-Q, to identify teamwork-related resources and stressors in firefighting operations. PLOS ONE. (Under review).

    Google Scholar 

  • Hofinger, G. (2012). Kommunikation. In P. Badke-Schaub, G. Hofinger, & K. Lauche (Hrsg.), Human factors (S. 141–162). Springer.

    Chapter  Google Scholar 

  • Judge, T. A., & Piccolo, R. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89, 755–768.

    Article  PubMed  Google Scholar 

  • Kluge, A., Sauer, J., Schüler, K., & Burkolter, D. (2009). Designing training for process control simulators: A review of empirical findings and current practices. Theoretical Issues in Ergonomics Science, 10(6), 489–509.

    Article  Google Scholar 

  • Kolb, D. A. (1984). Experiential learning. Experience as the source of learning and development. Prentice-Hall.

    Google Scholar 

  • Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C., & Erez, M. (2001). Why people stay: Using job embeddedness to predict voluntary turnover. Academy of Management Journal, 44, 1102–1121.

    Article  Google Scholar 

  • National Transportation Safety Board. (1979). Aircraft Accident Report: United Airlines, Inc., McDonnell-Douglas DC-8-61, N8082U, Portland, Oregon, December 28, 1978 (NTSB-AAR-79-7). Washington, DC.

    Google Scholar 

  • Okray, R., & Lubnau, T. (2004). Crew resource management for the fire service. PennWell Coorperation.

    Google Scholar 

  • Rall, M., & Oberfrank, S. (2016). Was ist grundsätzlich unter Simulation zu vestehen? In A. Hackstein, V. Hagemann, F. von Kaufmann, & H. Regener (Hrsg.), Handbuch simulation (S. 18–20). Stumpf + Kossendey.

    Google Scholar 

  • Rosenstiel, L. V. (2003). Grundlagen der Organisationspsychologie. Schäffer-Poeschel.

    Google Scholar 

  • Salas, E., Klein, C., King, H. B., Salisbury, M., Augenstein, J. S., Birnbach, D. J., Robinson, D. W., Upshaw, C., & King, H. B. (2008). Debriefing medical teams. 12 evidence-based best practices and tips. The Joint Commission Journal on Quality and Patient Safety, 34(9), 518–527. https://doi.org/10.1016/S1553-7250(08)34066-5

    Article  PubMed  Google Scholar 

  • Smith-Jentsch, K., Cannon-Bowers, J. A., Tannenbaum, S. I., & Salas, E. (2008). Guided team self-correction impacts on team mental models, processes, and effectiveness. Small Group Research, 39, 303–327.

    Article  Google Scholar 

  • Sonntag, K. (2002). Personalentwicklung und Training. Zeitschrift für Personalpsychologie, 1(2), 59–79. https://doi.org/10.1026//1617-6391.1.2.59

    Article  Google Scholar 

  • Tschan, F., & Semmer, N. (2001). Wenn alle dasselbe denken: Geteilte Mentale Modelle und Leistung in der Teamarbeit. In R. Fisch, D. Beck, & B. Englich (Hrsg.), Projektgruppen in Organisationen. Praktische Erfahrungen und Erträge der Forschung (S. 217–235). Verlag für Angewandte Psychologie.

    Google Scholar 

  • Wang, G., Oh, I.-S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223–270. https://doi.org/10.1177/1059601111401017

    Article  Google Scholar 

  • Weick, K. E., & Sutcliffe, K. M. (2003). Das Unerwartete managen. Klett-Cotta.

    Google Scholar 

  • Weick, K. E., & Sutcliffe, K. M. (2016). Das Unerwartete managen. Klett-Cotta.

    Google Scholar 

  • Wilson, K. A., Burke, C. S., Priest, H. A., & Salas, E. (2005). Promoting health care safety through training high reliability teams. Quality & Safety in Health Care, 14(4), 303–309. https://doi.org/10.1136/qshc.2004.010090

    Article  Google Scholar 

  • Yule, S., Paterson-Brown, S., Youngson, G. G., McIlhenny, C., Maran, N., & Flin, R. (2019). The Non-Technical Skills for Surgeons (NOTSS): System handbook v2.0. https://www.rcsed.ac.uk/professional-support-development-resources/learning-resources/non-technical-skills-for-surgeons-notss. Zugegriffen am 20.12.2022.

Download references

Author information

Authors and Affiliations

  1. Business Psychology and Human Resources, University of Bremen, Bremen, Deutschland

    Vera Hagemann & Lena Heinemann

Authors
  1. Vera Hagemann
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Lena Heinemann
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Vera Hagemann .

Editor information

Editors and Affiliations

  1. Universität der Bundeswehr, Helmut-Schmidt-Universität Universität der Bundeswehr, Hamburg, Deutschland

    Jörg Felfe

  2. Frankfurt, Hessen, Deutschland

    Rolf van Dick

Rights and permissions

Reprints and permissions

Copyright information

© 2023 Springer-Verlag GmbH Deutschland, ein Teil von Springer Nature

About this entry

Check for updates. Verify currency and authenticity via CrossMark

Cite this entry

Hagemann, V., Heinemann, L. (2023). Führung in Kontexten von Hoch Risiko Organisationen. In: Felfe, J., van Dick, R. (eds) Handbuch Mitarbeiterführung. Springer Reference Psychologie . Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-55213-7_53-1

Download citation

  • DOI: https://doi.org/10.1007/978-3-642-55213-7_53-1

  • Received:

  • Accepted:

  • Published:

  • Publisher Name: Springer, Berlin, Heidelberg

  • Print ISBN: 978-3-642-55213-7

  • Online ISBN: 978-3-642-55213-7

  • eBook Packages: Springer Referenz Psychologie

Publish with us

Policies and ethics

Search

Navigation