Skip to main content
SpringerLink
Log in
SpringerLink
Log in

Self-Leadership – Essenzielle Basis für Empowering und Shared Leadership

  • Chapter
  • First Online:
Führen in Hochschulen

Zusammenfassung

Auf Basis ihrer strategischen Ausrichtung ermöglichen Hochschulen ihren Mitgliedern ein hohes Maß an struktureller Autonomie, um die Kreativität, Innovation und Leistung zu fördern. Als positive Rollenmodelle stellen Führungskräfte das „Rückgrat“ einer Organisation dar. In Einklang mit der strategischen und strukturellen Ausrichtung von Hochschulen ist es notwendig, dass sie optimales Führungsverhalten zeigen. Hierfür bietet sich Empowering Leadership (ermächtigende Führung) an, das im besonderen Maße innovationsförderlich wirkt und auf die Entwicklung der Self-Leadership-Fähigkeiten der Geführten abzielt. Damit eine Führungskraft die von ihr Geführten zielorientiert beeinflussen kann und als positives Vorbild wirkt, muss sie sich aber zunächst selbst führen. Im Anschluss fördern Führungskräfte, die einen hohen Entscheidungs- und Handlungsspielraum gewähren, die Self-Leadership-Fähigkeiten der Geführten und Shared Leadership (geteilte Führung) in Teams. Dadurch kann sich in der Gesamtorganisation eine Self-Leadership-Kultur entwickeln, die sich positiv auf die strategische und strukturelle Ausrichtung der Hochschule (Förderung von Kreativität, Innovation und Leistung) auswirkt.

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 34.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 44.99
Price excludes VAT (USA)
  • Compact, lightweight 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

Literatur

  • Ahearne, M., Mathieu, J., & Rapp, A. (2005). To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. Journal of Applied Psychology, 90(5), 945–955.

    Article  Google Scholar 

  • Bandura, A. (1986). Social foundations of thought and action: A social cognitive theory. Englewood Cliffs: Prentice-Hall.

    Google Scholar 

  • Bergman, J. Z., Rentsch, J. R., Small, E. E., Davenport, S. W., & Bergman, S. M. (2012). The shared leadership process in decision-making teams. The Journal of Social Psychology, 152(1), 17–42.

    Article  Google Scholar 

  • Carmeli, A., Meitar, R., & Weisberg, J. (2006). Self-leadership skills and innovative behavior at work. International Journal of Manpower, 27(1), 75–90.

    Article  Google Scholar 

  • Carson, J. B., Tesluk, P. E., & Marrone, J. A. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50(5), 1217–1234.

    Article  Google Scholar 

  • Cautela, J. R. (1969). Behavior therapy and self-control: Techniques and applications. In C. M. Franks (Hrsg.), Behavioral therapy: Appraisal and status (S. 323–340). New York: McGraw-Hill.

    Google Scholar 

  • Chen, G., Sharma, P. N., Edinger, S. K., Shapiro, D. L., & Farth, J.-L. (2011). Motivating and demotivating forces in teams: Cross-level influences of empowering leadership and relationship conflict. Journal of Applied Psychology, 96(3), 541–557.

    Article  Google Scholar 

  • Crevani, L., Lindgren, M., & Packendorff, J. (2007). Shared leadership: A postheroic perspective on leadership as a collective construction. International Journal of Leadership Studies, 3(1), 40–67.

    Google Scholar 

  • Dewettinck, K., & Ameijde, M. van (2011). Linking leadership empowerment behavior to employee attitudes and behavioural intentions. Personnel Review, 40(3), 284–305.

    Article  Google Scholar 

  • DiLiello, T. C., & Houghton, J. D. (2006). Maximizing organizational leadership capacity for the future: toward a model of self-leadership, innovation, and creativity. Journal of Managerial Psychology, 21(4), 319–337.

    Article  Google Scholar 

  • Elloy, D. F. (2005). The influence of superleader behaviors on organization commitment, job satisfaction and organization self-esteem in a self-managed work team. Leadership and Organizational Development Journal, 26(2), 120–127.

    Article  Google Scholar 

  • Fausing, M. S., Joensson, T. S., Lewandowski, J., & Blight, M. (2015). Antecedents of shared leadership: Empowering leadership and interdependence. Leadership and Organization Development Journal, 36(3), 271–291.

    Article  Google Scholar 

  • Furtner, M. R. (2012). Self-leadership: Assoziationen zwischen Self-Leadership, Selbstregulation, Motivation und Leadership. Lengerich: Pabst.

    Google Scholar 

  • Furtner, M. R. (2016a). Selbstführung und Selbstmanagement: Eine Geschichte über Erfolg und Glück – Mit praktischen Übungen. Innsbruck: Studia Universitätsverlag.

    Google Scholar 

  • Furtner, M. R. (2016b). Effektivität der transformationalen Führung. Wiesbaden: Springer Gabler. (im Druck).

    Google Scholar 

  • Furtner, M., & Baldegger, U. (2016). Self-Leadership und Führung – Theorien, Modelle und praktische Umsetzung (2., überarb. und akt. Aufl.). Wiesbaden: Springer Gabler.

    Google Scholar 

  • Furtner, M. R., & Rauthmann, J. F. (2010). Relations between self-leadership and scores on the big five. Psychological Reports, 107(2), 339–353.

    Article  Google Scholar 

  • Furtner, M. R., & Rauthmann, J. F. (2011). The role of need for achievement in self-leadership: differential associations with hope for success and fear of failure. African Journal of Business Management, 5(20), 8368–8375.

    Google Scholar 

  • Furtner, M. R., & Rauthmann, J. F. (2013). How self-leaders are perceived on the Big Five. Journal Psychologie des Alltagshandelns/Psychology of Everyday Activity, 6(1), 22–29.

    Google Scholar 

  • Furtner, M. R., & Sachse, P. (2011). Self-Leadership Training – Wirksamkeitsprüfung mit qualitativ-quantitativer Methodenkombination. Wirtschaftspsychologie, 13(2), 102–112.

    Google Scholar 

  • Furtner, M. R., Rauthmann, J. F., & Sachse, P. (2010). The socioemotionally intelligent self-leader: Examining relations between self-leadership and socioemotional intelligence. Social Behavior and Personality, 38(9), 1191–1196.

    Article  Google Scholar 

  • Furtner, M. R., Rauthmann, J. F., & Sachse, P. (2011). The self-loving self-leader: Examining relations between self-leadership and the dark triad. Social Behavior and Personality, 39(3), 369–380.

    Article  Google Scholar 

  • Furtner, M. R., Baldegger, U., & Rauthmann, J. F. (2013). Leading yourself and leading others: Linking self-leadership to transformational, transactional, and laissez-faire leadership. European Journal of Work and Organizational Psychology, 22(4), 436–449.

    Article  Google Scholar 

  • Furtner, M. R., Rauthmann, J. F., & Sachse, P. (2015). Unique self-leadership: A bifactor model approach. Leadership, 11(1), 105–125.

    Article  Google Scholar 

  • Godwin, J. L., Neck, C. P., & Houghton, J. D. (1999). The impact of thought self-leadership on individual goal performance. The Journal of Management Development, 18(2), 153–169.

    Article  Google Scholar 

  • Hartnell, C. A., & Walumbwa, F. O. (2011). Transformational leadership and organizational culture. In N. Ashkanasy, C. P. M. Wilderom, & M. F. Peterson (Hrsg.), Handbook of organizational culture and climate (S. 225–248). Thousand Oaks: Sage.

    Chapter  Google Scholar 

  • Hassan, S., Mahsud, R., Yukl, G., & Prussia, G. E. (2013). Ethical and empowering leadership and leader effectiveness. Journal of Managerial Psychology, 28(2), 133–146.

    Article  Google Scholar 

  • Hauschildt, K., & Konradt, U. (2012). The effect of self-leadership on work role performance in teams. Leadership, 8(2), 145–168.

    Article  Google Scholar 

  • Hoch, J. E. (2013). Shared leadership and innovation: the role of vertical leadership and employee integrity. Journal of Business Psychology, 28(2), 159–174.

    Article  Google Scholar 

  • Houghton, J. D., Neck, C. P., & Manz, C. C. (2003). Self-leadership and superleadership: The heart and art of facilitating shared leadership. In C. L. Pearce & J. A. Conger (Hrsg.), Shared leadership: Reframing the how’s and why’s of leadership (S. 123–140). Thousand Oaks: Sage.

    Chapter  Google Scholar 

  • Kerr, S., & Jermier, J. M. (1978). Substitutes for leadership: Their meaning and measurement. Organizational Behavior and Human Performance, 22(3), 375–403.

    Article  Google Scholar 

  • Konradt, U., Andreßen, P., & Ellwart, T. (2009). Self-leadership in organizational teams: A multilevel analysis of moderators and mediators. European Journal of Work and Organizational Psychology, 18(3), 322–346.

    Article  Google Scholar 

  • Lowney, C. (2003). Heroic leadership: Best practices from a 450-year-old company that changed the world. Chicago: Loyola.

    Google Scholar 

  • Lucke, G. A., & Furtner, M. R. (2015). Soldiers lead themselves to more success: A self-leadership intervention study. Military Psychology, 27(5), 311–324.

    Article  Google Scholar 

  • Manz, C. C., & Sims, H. P. (1980). Self-management as a substitute for leadership: A social learning theory perspective. Academy of Management Review, 5(3), 361–367.

    Google Scholar 

  • Manz, C. C., & Sims, H. P. (1991). Superleadership: Beyond the myth of heroic leadership. Organizational Dynamics, 19(4), 18–35.

    Article  Google Scholar 

  • Manz, C. C., Skaggs, B. C., Pearce, C. L., & Wassenaar, C. L. (2015). Serving one another: Are shared and self-leadership the keys to service sustainability? Journal of Organizational Behavior, 36(4), 607–612.

    Article  Google Scholar 

  • Pearce, C. L., & Manz, C. C. (2005). The new silver bullets of leadership: The importance of self- and shared leadership in knowledge work. Organizational Dynamics, 34(2), 130–140.

    Article  Google Scholar 

  • Pearce, C. L., & Manz, C. C. (2014). The leadership disease … and its potential cure. Business Horizons, 57(2), 215–224.

    Article  Google Scholar 

  • Pearce, C. L., & Sims, H. P. (2000). Shared leadership: Toward a multi-level theory of leadership. Advances in interdisciplinary studies of work teams (Bd. 7, S. 115–139). Emerald: Bingley.

    Google Scholar 

  • Phelan, S., & Young, A. M. (2003). Understanding creativity in the workplace: An examination of individual styles and training in relation to creative confidence and creative self-leadership. Journal of Creative Behavior, 37(4), 266–281.

    Article  Google Scholar 

  • Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996). Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. Journal of Management, 22(2), 259–298.

    Google Scholar 

  • Prussia, G. E., Anderson, J. S., & Manz, C. C. (1998). Self-leadership and performance outcomes: The mediating influence of self-efficacy. Journal of Organizational Behavior, 19(5), 523–538.

    Article  Google Scholar 

  • Püttmann, V. (2013). Führung in Hochschulen aus der Perspektive der Hochschulleitung: Eine explorative Untersuchung einer Befragung von Präsident(inn)en und Rektor(inn)en deutscher Hochschulen. CHE Arbeitspapier, 173.

    Google Scholar 

  • Roberts, H. E., & Foti, R. J. (1998). Evaluating the interaction between self-leadership and work structure in predicting job satisfaction. Journal of Business and Psychology, 12(3), 257–267.

    Article  Google Scholar 

  • Srivastava, A., Bartol, K. M., & Locke, E. A. (2006). Empowering leadership in management teams: Effects on knowledge sharing, efficacy, and performance. The Academy of Management Journal, 49(6), 1239–1251.

    Article  Google Scholar 

  • Stewart, G. L., & Barrick, M. R. (2000). Team structure and performance: Assessing the mediating role of intrateam process and the moderating role of task type. The Academy of Management Journal, 43(2), 135–148.

    Article  Google Scholar 

  • Schröder, S. H., Baldegger, U., & Furtner, M. R. (2015). Empowering leadership in the R&D: Interaction effects of the strategic and cultural context. A thesis submitted to the Graduate Program in Management - School of Business, Queen’s University, Kingston, Canada.

    Google Scholar 

  • Tekleab, A. G., Sims, H. P., Yun, S., Tesluk, P. E., & Cox, J. (2008). Are we on the same page? Effects of self-awareness of empowering and transformational leadership. Journal of Leadership and Organizational Studies, 14(3), 185–201.

    Article  Google Scholar 

  • Tuckey, M. R., Bakker, A. B., & Dollard, M. F. (2012). Empowering leaders optimize work conditions for engagement: A multilevel study. Journal of Occupational Health Psychology, 17(1), 15–27.

    Article  Google Scholar 

  • Vecchio, R. P., Justin, J. E., & Pearce, C. L. (2010). Empowering leadership: An examination of mediating mechanisms within a hierarchical structure. The Leadership Quarterly, 21(3), 530–542.

    Article  Google Scholar 

  • Wong, S. I., & Giessner, S. R. (2016). The thin line between empowering and laissez-faire leadership: An expectancy-match perspective. Journal of Management. doi: 10.1177/0149206315574597.

  • Xue, Y., Bradley, J., & Liang, H. (2011). Team climate, empowering leadership, and knowledge sharing. Journal of Knowledge Management, 15(2), 299–312.

    Article  Google Scholar 

  • Yun, S., Cox, J., & Sims, H. P. (2006). The forgotten follower: A contingency model of leadership and follower self-leadership. Journal of Managerial Psychology, 21(4), 374–388.

    Article  Google Scholar 

  • Zhang, X., & Bartol, K. M. (2010). Linking empowering leadership and employee creativity: The influence of psychological empowerment, intrinsic motivation, and creative process engagement. The Academy of Management Journal, 53(1), 107–128.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Innsbruck, Österreich

    Marco Furtner, Thomas Maran & Pierre Sachse

Authors
  1. Marco Furtner
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Thomas Maran
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Pierre Sachse
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Marco Furtner .

Editor information

Editors and Affiliations

  1. Hochschule für Soziale Arbeit, Fachhochschule Nordwestschweiz Hochschule für Soziale Arbeit, Olten, Solothurn, Switzerland

    Luzia Truniger

Rights and permissions

Reprints and permissions

Copyright information

© 2017 Springer Fachmedien Wiesbaden GmbH

About this chapter

Cite this chapter

Furtner, M., Maran, T., Sachse, P. (2017). Self-Leadership – Essenzielle Basis für Empowering und Shared Leadership. In: Truniger, L. (eds) Führen in Hochschulen. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-16165-1_9

Download citation

  • DOI: https://doi.org/10.1007/978-3-658-16165-1_9

  • Published:

  • Publisher Name: Springer Gabler, Wiesbaden

  • Print ISBN: 978-3-658-16164-4

  • Online ISBN: 978-3-658-16165-1

  • eBook Packages: Business and Economics (German Language)

Publish with us

Policies and ethics

Search

Navigation