Skip to main content

Hochschulführung und die dritte Mission: Herausforderungen an akademische Führungskräfte in der unternehmerischen Hochschule

  • Chapter
  • First Online:
Moderne Konzepte des organisationalen Marketing

Abstract

Concepts such as the “third mission” or the “entrepreneurial university” increasingly shape academic research and practice. At the same time such concepts pose new challenges to higher education leadership. However, research on higher education leadership is primarily focused on the inner side of the higher education organizations, and the increasing importance of external relations is largely neglected. Against this background, we try to bring together both strands of research, i.e., research on “third mission activities” in the “entrepreneurial university” and research on leadership in higher education. In our article, we employ both psychological leadership concepts and insights from organizational sociology.

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

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 59.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 99.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Quellenverzeichnis

  • Adams, J. S. (1976): The Structure and Dynamics of Behavior in Organizational Boundary Roles. In: Dunnette, M. D. (Hrsg.): Handbook of Industrial and Organizational Psychology, New York, S. 1175–1199.

    Google Scholar 

  • Bargh, C.;Bocock, J.;Scott, P.;Smith, D. (2000): University Leadership: The Role of the Chief Executive, Buckingham und Philadelphia.

    Google Scholar 

  • Basham, L. (2010): Transformational and Transactional Leaders in Higher Education. In: International Review of Business Research Papers, 6(6), S. 141–152.

    Google Scholar 

  • Bass, B. M. (1997): Does the Transactional-Transformational Leadership Paradigm Transcend Organizational and National Boundaries? In: American Psychologist, 52(2), S. 130–139.

    Article  Google Scholar 

  • Bass, B. M.;Avolio, B. J. (1994): Improving Organizational Effectiveness Through Transformational Leadership (1st ed.), Thousand Oaks.

    Google Scholar 

  • Bass, B. M.;Bass, R. (2008): The Bass Handbook of Leadership: Theory, Research, and Managerial Applications (4th ed.), New York.

    Google Scholar 

  • Bensimon, E. M. (1993): New Presidents’ Initial Actions: Transactional and Transformational Leadership. In: Journal for Higher Education Management, 8(2), S. 5–17.

    Google Scholar 

  • Bikmoradi, A.;Brommels, M.;Shoghli, A.;Khorasani Zavareh, D.;Masiello, I. (2009): Organizational Culture, Values, and Routines in Iranian Medical Schools. In: Higher Education, 57(4), S. 417–427.

    Article  Google Scholar 

  • Burns, J. M. (1978): Leadership (1st ed.), New York.

    Google Scholar 

  • Clark, B. R. (1998): Creating Entrepreneurial Universities: Organizational Pathways of Transformation. Issues in higher education (3rd ed.), Oxford.

    Google Scholar 

  • Engwall, L.;Levay, C.;Lidman, R. (1999): The Roles of University and College Rectors. In: Higher Education Management, 11(2), S. 75–93.

    Google Scholar 

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

    Article  Google Scholar 

  • Fiedler, F. E. (1967): A Theory of Leadership Effectiveness. McGraw-Hill Series in Management, New York.

    Google Scholar 

  • Gibb, A.;Haskins, G.;Robertson, I. (2013): Leading the Entrepreneurial University: Meeting the Entrepreneurial Development Needs of Higher Education Institutions. In: Altmann, A;Ebersberger, B. (Hrsg.): Universities in Change, New York, S. 9–45.

    Google Scholar 

  • Green, M. F.;Eckel, P. D. (2010): The Changing Role of University Presidents, Vice-Chancellors and Rectors. In: Peterson, P.;Baker, E.;McGaw, B. (Hrsg.): International Encyclopedia of Education (3rd ed.), Oxford, S. 264–272.

    Google Scholar 

  • House, R. J. (1977): A 1976 Theory of Charismatic Leadership. Working Paper Series no. 76–06– Faculty of Management Studies, University of Toronto, Toronto, S. 77–10.

    Google Scholar 

  • House, R. J.;Hanges, P. J.;Mansour, J.;Dorfman, P. W.;Gupta, V. (2004): Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies, Thousand Oaks.

    Google Scholar 

  • Judge, T. A.;Piccolo, R. F. (2004): Transformational and Transactional Leadership: A Meta-Analytic Test of their Relative Validity. In: Journal of Applied Psychology, 89(5), S. 755–768.

    Article  Google Scholar 

  • Kezar, A.;Eckel, P. (2008): Advancing Diversity Agendas on Campus: Examining Transactional and Transformational Presidential Leadership Styles. In: International Journal of Leadership in Education, 11(4), S. 379–405.

    Article  Google Scholar 

  • Kleimann, B. (2013): Rollenverständnis und Leitungspraktiken deutscher Universitätspräsidenten. In: HIS: Magazin, 3 2013, S. 13–14.

    Google Scholar 

  • Kloke, K.;Krücken, G. (2010): Grenzstellenmanager zwischen Wissenschaft und Wirtschaft? Eine Studie zu Mitarbeiterinnen und Mitarbeitern in Einrichtungen des Technologietransfers und der wissenschaftlichen Weiterbildung. In: Beiträge zur Hochschulforschung, 32. Jg., 3/2010, S. 32–52.

    Google Scholar 

  • Köhn, A. (2010): Der Zusammenhang von transformationaler Führung auf der Ebene der Geschäftsführung, Innovationstypen und Unternehmenserfolg. Eine empirische Analyse in der Medizintechnikbranche, Greifswald.

    Google Scholar 

  • Krücken, G. (2009): Kommunikation im Wissenschaftssystem – was wissen wir, was können wir? In: Hochschulmanagement, 4(2), S. 5056.

    Google Scholar 

  • Krücken, G. (erscheint 2013): Die Universität – ein rationaler Mythos? In: Beiträge zur Hochschulforschung.

    Google Scholar 

  • Krücken, G.;Meier, F. (2006): Turning the University into an Organizational Actor. In: Drori, G. S.;Hwang, H.;Meyer, J. W. (Hrsg.): Globalization and Organization. World Society and Organizational Change, Oxford, S. 241–257.

    Google Scholar 

  • Krücken, G.; Meier, F.; Müller, A. (2007): Information, Cooperation, and the Blurring of Boundaries – Technology Transfer in German and American Discourses. In: Higher Education, 53(6), S. 675–696.

    Article  Google Scholar 

  • Luhmann, N. (1964): Funktionen und Folgen formaler Organisation. Schriftenreihe der Hochschule Speyer: Vol. 20, Berlin.

    Google Scholar 

  • Luhmann, N. (1973): Vertrauen: Ein Mechanismus der Reduktion sozialer Komplexität, 2. Aufl., Stuttgart.

    Google Scholar 

  • Meindl, J. R. (1995): The Romance of Leadership as a Follower-centric Theory: A Social Constructionist Approach. In: The Leadership Quarterly, 6(3), S. 329–341.

    Article  Google Scholar 

  • Middlehurst, R.;Kennie, T.; Woodfield, S. (2010): Leading and Managing the University – Presidents and their Senior Management Team. In: Peterson, P.;Baker, E.;McGaw, B. (Hrsg.): International Encyclopedia of Education (3rd ed.), Oxford, S. 238–244.

    Google Scholar 

  • Muijs, D.;Harris, A.;Lumby, J.;Morrison, M.;Sood, K. (2006): Leadership and Leadership Development in Highly Effective Further Education Providers. Is there a Relationship? In: Journal of Further and Higher Education, 30(1), S. 87–106.

    Article  Google Scholar 

  • Noorshahi, N.;Dozi Sarkhabi, M. Y. (2008): A Study of Relationship between Consequences of Leadership and Transformational Leadership Style of the Presidents of Iranian Universities and Institutions of Higher Education. In: Academic Leadership, 6(2), o.S.

    Google Scholar 

  • Pilbeam, C.;Jamieson, I. (2010): Beyond Leadership and Management: The Boundary-spanning Role of the Pro-Vice Chancellor. In: Educational Management Administration & Leadership, 38(6), S. 758–776.

    Google Scholar 

  • Pounder, J. S. (2001): “New Leadership” and University Organisational Effectiveness: Exploring the Relationship. In: Leadership & Organization Development Journal, 22(6), S. 281–290.

    Article  Google Scholar 

  • Schmoch, U.;Licht, G.;Reinhardt, M. (2000): Wissens- und Technologietransfer in Deutschland, Stuttgart.

    Google Scholar 

  • Spendlove, M. (2007): Competencies for Effective Leadership in Higher Education. In: International Journal of Educational Management, 21(5), S. 407–417.

    Article  Google Scholar 

  • Tacke, V. (1997): Systemrationalisierung an ihren Grenzen: Organisationsgrenzen und Funktionen von Grenzstellen in Wirtschaftsorganisationen. In: Schreyögg, G.;Sydow, J. (Hrsg.): Managementforschung: Vol. 7. Gestaltung von Organisationsgrenzen, Berlin, S. 1–44.

    Google Scholar 

  • von Rosenstiel, L. (2009): Grundlagen der Führung. In: von, Rosenstiel, L.;Regnet, E., ;Domsch, ;M. E., (Hrsg.): Führung von Mitarbeitern. Handbuch für erfolgreiches Personalmanagement, 6. Aufl., Stuttgart, S. 3–27.

    Google Scholar 

  • Vroom, V. H.;Yetton, P.W. (1973): Leadership and Decision-making, Pittsburgh.

    Google Scholar 

  • Washington, M.;Boal, K. B.;Davis, J. N. (2010): Institutional Leadership: Past, Present and Future. In: Greenwood, R.;Oliver, C.;Sahlin, K;Suddaby, R. (Hrsg.): The SAGE Handbook of Organizational Institutionalism, Los Angeles, S. 719–734.

    Google Scholar 

  • Yokoyama, K. (2006): Entrepreneurialism in Japanese and UK Universities: Governance, Management, Leadership, and Funding. In: Higher Education, 52(3), S. 523–555.

    Article  Google Scholar 

  • Youtie, J.;Shapira, P. (2008): Building an Innovation Hub: A Case Study of the Transformation of University Roles in Regional Technological and Economic Development. In: Research Policy, 37(8), S. 1188–1204.

    Article  Google Scholar 

  • Zündorf, L. (1986): Macht, Einfluss, Vertrauen und Verständigung. Zum Problem der Handlungskoordinierung in Arbeitsorganisationen. In: Seltz, R. (Hrsg.): Organisation als soziales System. Kontrolle und Kommunikationstechnologie in Arbeitsorganisationen, Berlin, S. 33–56.

    Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Rosalba Badillo Vega .

Editor information

Editors and Affiliations

Rights and permissions

Reprints and permissions

Copyright information

© 2014 Springer Fachmedien Wiesbaden

About this chapter

Cite this chapter

Badillo Vega, R., Krücken, G. (2014). Hochschulführung und die dritte Mission: Herausforderungen an akademische Führungskräfte in der unternehmerischen Hochschule. In: Kliewe, T., Kesting, T. (eds) Moderne Konzepte des organisationalen Marketing. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-04680-4_8

Download citation

  • DOI: https://doi.org/10.1007/978-3-658-04680-4_8

  • Published:

  • Publisher Name: Springer Gabler, Wiesbaden

  • Print ISBN: 978-3-658-04679-8

  • Online ISBN: 978-3-658-04680-4

  • eBook Packages: Business and Economics (German Language)

Publish with us

Policies and ethics