Effektive Führung heterogener Teams

This article in the journal “Gruppe. Organisation. Interaktion. (GIO)” analyzes theoretical and empirical findings of international research on the role of leadership in diverse teams. While practitioners often tend to expect primarily positive effects of team diversity, research has revealed both positive and negative consequences on team performance. Thereby, realizing positive outcomes of diversity appears to depend on additional boundary conditions; among these, leadership is often considered to be crucial. According to our analysis of the literature, established leadership styles (e.?g., transformational leadership, LMX, leader consideration) may contribute to increased performance of diverse teams. In addition, they will be most effective when leaders perceive and treat their followers as individuals rather than as members of a (sub-)group and when they carefully adjust their behavior to the most critical diversity attribute in the team. Based on these results, we provide practical implications for leadership in diverse teams and discuss how adequate leadership skills can be systematically developed in organizations.     

Stabilisierung als Führungsaufgabe in Organisationsentwicklungsprozessen

The notion of continuous change in organizations assumes that change has no stipulated transitional stages but is a process of perpetual flow. The process of change has come to be seen as a never ending demand on the competence and talents of organizations and persons. In order to be capable of meeting the continuous challenge on their flexibility “organizations” need, more than ever before, to have stable and socially integrated structures. Managers must therefore – in the sense of Lewins dictum “to transform passive participants into active participants” (Fatzer 2002,S:136) – and in order to successfully bring about the processes of change, increasingly occupy themselves with the themes of stabilization and institutionalization. Stabilizing structures, individual roles and management learn and development processes,and the method of evolving them, are critical factors towards the success of every organisational developmental process.     

Implizite Führungstheorien in Akutsituationen im Gesundheitswesen

In this article in the journal “Gruppe. Interaktion. Organisation. (GIO)”, we aimed at identifying implicit leadership theories of ad-hoc healthcare teams during non-routine situations and discussed these theories with regard to current research findings. Leadership during non-routine situations has been found to be essential for team functioning in ad-hoc teams and patient safety. The development of leadership competence is essential. Studies have shown that what discriminates effective leaders from less effective leaders is their action logic rather than their leadership style. The knowledge of these implicit theories is particular important for the design and conduct of leadership training in healthcare. We have analyzed the implicit leadership theories of 119 anesthesia care providers (physicians and nurses) during debriefings of simulation-based team training. Through qualitative data analysis we identified four main implicit leadership theories: ambivalence of the leader role, burden of leadership, obtaining leadership via experience, pressure to succeed. We discuss these implicit leadership theories with regard to current research findings of leadership and practical relevance for leadership training in healthcare.     

Digitalisierung der Arbeit: Konsequenzen für Führung und Zusammenarbeit

In this paper, we focus on the characteristics and requirements of digital leadership and cooperation when teams are working on complex and dynamic project tasks, and cooperation is mediated by modern information and communication technology. Based on current research results we discuss the question, whether the thesis can be supported that leadership of complex digital teamwork can only be successful if leadership functions are delegated to the team and personal leadership is complemented by structural leadership. Despite many ambiguous research results regarding the effects of digital leadership current findings seem to support that more shared leadership in self-managing project teams seems to be helpful for team performance.     

Der regulatorische Fokus als Führungsinstrument für eine bedürfnisorientierte und effektive Mitarbeiterkommunikation

Interaction with employees is essential for organizational leaders. If executives do not communicate well, important processes like giving feedback, setting goals or guiding change processes can nevertheless lead to resistance from subordinates when communication is received as more threatening than challenging. Conveying messages in ways that provoke challenge instead of threat appraisals can be achieved via employee-oriented communication, but this may require taking peoples’ differing motivational orientations into account. This is because motivational orientations partially determine what kind of information is motivating to us, which goals and strategies we prefer, and how we deal with changes. In this regard, Regulatory Focus Theory (Higgins 1997) compares the gain- and success-sensitive promoter with the loss- and failure-sensitive preventer. This article applies this theory to the organizational psychological context and outlines practical implications for managers. The goal of the piece is to provide managers a leadership tool that acknowledges the diversity of peoples’ motivational styles and by that revealing a need-oriented and more efficient way in communication with subordinates.     

Das internationale Führungsparkett – Herausforderungen,Haltegriffe und hilfreiche Schrittfolgen

Managers and executives are increasingly facing the challenge of being successful in an complex international context. This article explains the specific demands international co-operation poses on leading executives. It offers encouragement as well as methods which could be used as ‘helping grips’ when observing and coming to terms with situations in this special working environment, with the objective of offering the involved players a larger spectrum of possible action. The first part describes concrete action fields of international co-operation that managers should pay attention to in their daily international work. The second part of the article dedicates itself to the fields of intercultural competencies that are helpful for leading executives. The concluding part deals with some highly demanding general challenges of international co-operation, which managers sometimes describe as surprising and overwhelming, and which are therefore good and quite helpful to know in advance.     

Die Dynamik von Führung, Vertrauen und Konflikt in virtuellen Teams

The importance of virtual teams for collaboration of globally networked organizations has long been debated. But although this new form of division of labor appears in nearly all companies, which poses special challenges to managers and team members, scientific findings and recommendations have not sufficiently been integrated into practice so far. This article discusses on the one hand the challenges and opportunities of virtual teams, on the other hand wants by the presenting of scientific findings both provide food for thought, as well as concrete recommendations for implementation in practice.     

Etablierung einer Vertrauenskultur zwischen Führungskräften und ihren Mitarbeitern/Mitarbeiterinnen

Trust is considered to be fundamental for satisfactory social relationships. In organizational systems, trust is also necessary, but sometimes neglected and underestimated. Considering young adults (millennials), trust and its power as a social resource seem to be highly relevant for the future: In public perception young adults show low involvement and commitment, for example in social or organizational assignments. But, participation and commitment are closely linked with the experience of trust. Authentic and fair behaviour as well as presenting oneself as a role model are crucial to promote a culture of trust between leaders and employees. To outline this, a leadership-model for promoting commitment and participation by trust actions is presented.     

Das TIMP-Inventar – Ein Beitrag zur ökonomischen Erfassung von Kern-Faktoren salutogener Führung

Occupational health management and science increasingly focus on the issue of health-promoting leadership. Meanwhile a lot of leadership behaviors have been identified that affect the health of employees. To measure them requires high costs. Therefore, the aim of this study is to identify core-factors of salutogenic leadership and to operationalize them for an efficient diagnosis. As an integrative work-related indicator of employees’ health sense of work coherence (Work-SoC) was chosen. In a deductive and inductive process the TIMP-inventory has been developed that enables the economic assessment of three leadership dimensions: Trust, Incident Management and Pressure. These factors explain with less items more variance of the Work-SoC construct than established general and health-related leadership scales of transformational leadership, consideration, social support, demanding leadership as well as positive and negative health behavior. That is why the TIMP-factors can be recognized as core-factors of health-promoting leadership.     

Nah der Wissenschaft und fern der Führung in einer Fach‑/Expertenlaufbahn?

In order to motivate and retain technical employees, representatives of strategic career management face the challenge of establishing alternative career paths in addition to the common leadership/management career. Surveying a sample of 629 doctorate holders from the STEM fields, we differentiated between five career paths within and beyond structured career models. Structured career ladders were predominantly present in major enterprises. Female participants less frequently reported to be part of a structured career path. Entering a leadership/management career seems to occur at a later stage compared to other paths. Generally, advancement on a leadership/management path was related to stronger increases in incentives than climbing up the technical/expert or project management ladders. Contrary to our expectations, we did not find members of a technical/expert career to work closer to basic research and their initial qualification than their colleagues on other career paths. Members of leadership/management paths reported to have significantly more leadership responsibility than those working on alternative paths.     

Zur Bedeutung von mikropolitischer Kompetenz für den Aufstieg von Frauen in Führungspositionen – am Beispiel der Handlungsfelder Unternehmenskultur und Selbstdarstellung

The appropriation of micro-political competence affects the promotion of women into executive positions in a positive way. Evidence for this conclusion was found in the intervention study ??Micro-politics??. The study involved a research approach of Micro-politics-Coaching that was carried out on 30 female junior managers. As an introduction to the topic this contribution presents the Micro-political Competence Model (MCM) that was developed during the research project. The importance of micro-political competence for a successful carrier development is explained, based on the relevant action fields ??corporate culture?? and ??impression management??.The results of the research are made explicit by presenting two example cases of the coaching intervention study and by structuring the empirical evidence along the MCM. The conclusion clarifies why micro-political competence can be viewed as a partial area of carrier development competence and moreover provides implications for consultancy practice, for enterprises and for science.     

Neue Arbeitswelt,Führung und organisationaler WandelNew Economy,Leadership and Organizational Change.

This article of the journal “Gruppe. Interaktion. Organisation.” analyzes and discusses current changes in the working environment with regard to the associated opportunities and risks. Due to the growing dynamism of the markets, digitization, the demographic change and the change of values the importance of flexibility and changeability as central prerequisites for organizational survival is rising constantly. At the same time organizations and employees make higher demands on each other. This shift in the “psychological contract” between employees and organization is discussed in the light of the characteristics of “generation Y”. The article concludes by summarizing consequences of these developments for work in organizations, leadership, change processes and consulting.     

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Was bewegt weibliche Führungsnachwuchskr?fte? – Typische berufliche Anliegen aus der Mentoringpraxis anhand von Fallgeschichten

The present work aims to illustrate mentoring processes for future women executives. Typical concerns of future women executives and how female mentors provide support in coping with these concerns are presented. Based on qualitative interviews with 5 female mentors, 18 mentoring cases were reconstructed. The analysis led to the identification of four categories of concerns: 1) job starting, job changing or career advancement 2) compatibility of job and family 3) acquisition of leadership skills 4) handling a disadvantage in the career evolution due to the gender. Nine functions were observed, which the female mentors take into consideration by handling such a case. At this juncture, it became clear that they support the mentees primarily with concrete and direct advice.