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Superleadership und Empowering Leadership

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Self-Leadership und Führung

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Zusammenfassung

Die transformationale und charismatische Führung dominieren die Führungsforschung bereits seit über drei Jahrzehnten ( = New Leadership Approach). Im Mittelpunkt steht die heroische Führungskraft, welche als Einzelperson zentralen Einfluss auf das Schicksal einer Organisation nimmt (Heroic Leadership). Reicher et al. (2005) kritisieren hierbei, dass immer mehrere Personen für die Führung und das Schicksal einer Organisation verantwortlich sind und weniger eine einzelne charismatische Führungsperson („a Great Man“). Crevani et al. (2007) verstehen unter Leadership immer das Zusammenwirken von zwei oder mehreren Personen. Pearce und Manz (2014) sehen eine große Gefahr für Organisationen darin, sich nur auf eine visionäre („heldenhafte“) Führungskraft zu fokussieren: Die Macht wird zentralisiert und dadurch kann die Organisation erheblich Schaden erleiden (z. B. unethisches und antisoziales Verhalten). Diesbezüglich sprechen die Autoren überspitzt von einer „Führungskrankheit“, welche die nötige „medikamentöse“ Behandlung erfordert: Self-Leadership und Shared Leadership.

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Authors and Affiliations

  1. Institut für Psychologie, Universität Innsbruck, 52 Innrain, 6020, Innsbruck, Österreich

    Marco Furtner

  2. Institut für Entrepreneurship, Universität Liechtenstein, Vaduz, Liechtenstein

    Urs Baldegger

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  1. Marco Furtner
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  2. Urs Baldegger
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Correspondence to Marco Furtner .

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© 2016 Springer Fachmedien Wiesbaden

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Furtner, M., Baldegger, U. (2016). Superleadership und Empowering Leadership. In: Self-Leadership und Führung. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-13045-9_8

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  • DOI: https://doi.org/10.1007/978-3-658-13045-9_8

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