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Veränderungen in Organisationen pp 249–278Cite as

Respektvolle Führung und ihre Bedeutung für die Gestaltung von Veränderungen in Organisationen

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Respekt ist uns wichtig. Jeder möchte von anderen respektiert werden. Dies gilt nicht nur im Privatleben, sondern auch bei der Arbeit. Die organisationale Werteforschung zeigt, dass Respekt im Werteranking einen der wichtigsten Arbeitswerte von Mitarbeitern darstellt, jedoch in der Praxis selten erlebt wird. Diese Diskrepanz zwischen den Werten der Mitarbeiter und der betrieblichen Praxis scheint im Bereich der Beziehung zwischen Führungskräften und Mitarbeitern besonders ausgeprägt (Mason, 1994; van Quaquebeke, Zenker, & Eckloff, 2006). Auch in sozialpsychologischer Forschung ist interpersonaler Respekt ein immer stärker beachtetes Phänomen, nicht zuletzt aufgrund seiner positiven Auswirkungen auf unterschiedliche Effektvariablen wie kollektive Identifikation (Simon & Stürmer, 2003), Bindung an die Organisation (Lind & Tyler, 1988; Tyler & Blader, 2000; Tyler, Boeckmann, Smith, & Huo, 1997; Tyler & Lind, 1992) oder Arbeitszufriedenheit (Zenker & van Quaquebeke, 2006).

Diese Arbeit ist Teil der Dissertation von Tilman Eckloff unter Anleitung von Prof. Dr. Erich H. Witte. Besonderer Dank gebührt der Stiftung Wertevolle Zukunft, welche durch die Finanzierung eines Graduiertenstipendiums an der Universität Hamburg diese Studien möglich machte.

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Authors and Affiliations

  1. Fachbereich Psychologie, Universität Hamburg, Von-Melle-Park 5, 20146, Hamburg

    Dipl.-Psych. Tilmann Eckloff, Dr. Niels van Quaquebeke & Prof. Dr. Erich H. Witte

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  1. Dipl.-Psych. Tilmann Eckloff
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  2. Dr. Niels van Quaquebeke
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  3. Prof. Dr. Erich H. Witte
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Rudolf Fisch Andrea Müller Dieter Beck

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Eckloff, T., van Quaquebeke, N., Witte, E.H. (2008). Respektvolle Führung und ihre Bedeutung für die Gestaltung von Veränderungen in Organisationen. In: Fisch, R., Müller, A., Beck, D. (eds) Veränderungen in Organisationen. VS Verlag für Sozialwissenschaften. https://doi.org/10.1007/978-3-531-91166-3_11

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  • DOI: https://doi.org/10.1007/978-3-531-91166-3_11

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