Skip to main content
SpringerLink
Log in

Personalführung: Verhaltensbezogene Ansätze

  • Chapter
  • First Online:
Human Resource Management

  • 22k Accesses

Zusammenfassung

Führungskräfte stellen Einflussgrößen dar, die wesentlichen Einfluss auf den Erfolg einer Organisation haben. Durch effektive Führung können bis zu 45 Prozent der organisationalen Leistungsfähigkeit erklärt werden. Gute und richtige Führung sollte sich dabei nicht ausschließlich an Leistungskriterien, Unternehmenszielen und Erfolgsmaßen ausrichten. Vor allem sollte mit Führung stets der Anspruch verknüpft sein, Humanziele zu verfolgen und den Mitarbeitern zu nutzen. Eine Vielzahl von Definitionen und Konzeptionen sind vorgeschlagen worden, die versuchen das Phänomen Führung zu beschreiben und zu erklären. Dieses Kapitel fokussiert auf die verhaltensbezogenen Ansätze in der Führung, die davon ausgehen, dass bestimmte beobachtbare Verhaltensweisen einer Führungskraft positive Konsequenzen haben.

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

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 29.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Literatur

  • Abrell, C., Rowold, J., Mönninghoff, M., & Weibler, J. (2011). Evaluation of a long-term transformational leadership development program. Zeitschrift für Personalforschung, 25(3), 205–224.

    Google Scholar 

  • Antonakis, J., & House, R. (2004). On instrumental leadership: Beyond transactions and transformations. Omaha: UNL Gallup Leadership Institute Summit.

    Google Scholar 

  • Antonakis, J., & House, R. J. (2002). The full-range leadership theory: The way forward. In B. Avolio & F. Yammarino (Hrsg.), Transformational and charismatic leadership: The road ahead (S. 3–34). Amsterdam: JAI.

    Google Scholar 

  • Avolio, B. J., & Bass, B. M. (1991). The full range of leadership development programs: Basic and advanced manuals. Binghamton, NY: Bass, Avolio & Associates.

    Google Scholar 

  • Bandura, A. (1977). Social learning theory. Englewood Cliffs, NJ: Prentice-Hall.

    Google Scholar 

  • Barling, J., Weber, T., & Kelloway, E. K. (1996). Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment. Journal of Applied Psychology, 81(6), 827–832.

    Article  Google Scholar 

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

    Google Scholar 

  • Blake, R. R., & Mouton, J. (1964). The managerial grid, the key to leadership excellence. Houston: Golf Publishing.

    Google Scholar 

  • Burns, J. M. (1978). Leadership. New York: Harper & Row.

    Google Scholar 

  • Conger, J. A., & Kanungo, R. N. (1987). Toward a behavioral theory of charismatic leadership in organizational settings. Academy of Management Review, 12(4), 637–647.

    Google Scholar 

  • Dumdum, U. R., Lowe, K. B., & Avolio, B. J. (2002). A meta-analysis of transformational and transactional leadership correlates of effectiveness and satisfaction: An update and extension. In B. Avolio & F. Yammarino (Hrsg.), Transformational and charismatic leadership: The road ahead (S. 35–66). Amsterdam: JAI.

    Google Scholar 

  • Fleishman, E. A. (1953). The description of supervisory behavior. Journal of Applied Psychology, 12, 1–6.

    Article  Google Scholar 

  • Geyer, A. L. J., & Steyrer, J. M. (1998). Transformational leadership and objective performance in banks. Applied Psychology: An International Review, 47(3), 397–420.

    Google Scholar 

  • Graen, G., Rowold, J., & Heinitz, K. (2010). Issues in operationalizing and comparing leadership constructs. The Leadership Quarterly, 21(3), 563–575.

    Article  Google Scholar 

  • Heinitz, K., & Rowold, J. (2007). Gütekriterien einer deutschen adaptation des transformational leadership inventory (TLI) von Podsakoff. Zeitschrift für Arbeits- und Organisationspsychologie, 51(1), 1–15.

    Article  Google Scholar 

  • House, R. J., & Javidan, M. (2004). Overview of GLOBE. Leadership, culture, and organizations: The GLOBE study of 62 societies (S. 9–28). Thousand Oaks, CA: Sage.

    Google Scholar 

  • Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755–768.

    Article  Google Scholar 

  • Judge, T. A., Piccolo, R. F., & Ilies, R. (2004). The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89(1), 36–51.

    Article  Google Scholar 

  • Judge, T. A., Woolf, E. F., Hurst, C., & Livingston, B. (2006). Charismatic and transformational leadership. A review and research agenda. Zeitschrift für Arbeits- und Organisationspsychologie, 50(4), 203–214.

    Google Scholar 

  • Meyer, J. P., Stanley, D. J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61, 20–52.

    Article  Google Scholar 

  • Podsakoff, P. M., MacKenzie, S. B., Moorman, R. H., & Fetter, R. (1990). Transformational leader behaviors and their effects on followers’ trust in leader, satisfaction, and organizational citizenship behaviors. Leadership Quarterly, 1, 107–142.

    Article  Google Scholar 

  • Rowold, J. (in review). Instrumental leadership: Extending the transformational-transactional leadership. Manuscript submitted for publication.

    Google Scholar 

  • Rowold, J., & Heinitz, K. (2007). Transformational and charismatic leadership: Assessing the convergent, divergent and criterion validity of the MLQ and the CKS. Leadership Quarterly, 18, 121–133.

    Article  Google Scholar 

  • Rowold, J., & Laukamp, L. (2009). Charismatic leadership and objective performance indicators. Applied Psychology: An International Review, 58(4), 602–621.

    Article  Google Scholar 

  • Ryschka, J., Solga, M., & Mattenklott, A. (Hrsg.). (2011). Praxishandbuch Personalentwicklung: Instrumente, Konzepte, Beispiele (3. Aufl.). Wiesbaden: Gabler Verlag.

    Google Scholar 

  • Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4(4), 577–594.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Zentrum für HochschulBildung, Lehrstuhl für Personalentwicklung, Technische Universiät Dortmund, Hohe Str. 141, 44139, Dortmund, Deutschland

    Lars Borgmann & Jens Rowold

Authors
  1. Lars Borgmann
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Jens Rowold
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Jens Rowold .

Rights and permissions

Reprints and permissions

Copyright information

© 2013 Springer-Verlag Berlin Heidelberg

About this chapter

Cite this chapter

Borgmann, L., Rowold, J. (2013). Personalführung: Verhaltensbezogene Ansätze. In: Human Resource Management. Springer Gabler, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-39152-1_17

Download citation

  • DOI: https://doi.org/10.1007/978-3-642-39152-1_17

  • Published:

  • Publisher Name: Springer Gabler, Berlin, Heidelberg

  • Print ISBN: 978-3-642-39151-4

  • Online ISBN: 978-3-642-39152-1

  • eBook Packages: Business and Economics (German Language)

Publish with us

Policies and ethics

Search

Navigation