Skip to main content
main-content
Top

Hint

Swipe to navigate through the chapters of this book

2021 | OriginalPaper | Chapter

7.  Culture-Leadership

Author: Arnd Albrecht

Published in: Zukunftsgerecht führen

Publisher: Springer Fachmedien Wiesbaden

share
SHARE

Zusammenfassung

Die Entwicklung eines eigenen Führungsstils im Sinne einer Vorbildfunktion führt unweigerlich zur Bildung einer eigenen Führungskultur. Damit vermittelt man nicht nur seinen eigenen Führungsstil, sondern transportiert und tradiert gleichzeitig eigene Werte und das führt zu einer eigenen typischen Führungskultur. Eine positive Fehlerkultur im Sinne von Fehlervermeidung und Problemlösung steht im Vordergrund. Die Herausstellung personenbezogenen Versagens im Sinne einer negativen Fehlerkultur wird durch gemeinsame sachbezogene Fehleranalysen kompensiert.
Themen dieses Kapitels sind: Conscious Business, Cultural-Leadership, Fehlerkultur, Führungskultur, Halo-Effekt, Kaizen, Poka Yoke, Private Social Responsibility (PSR), Responsible Leadership, Role Model, USP, Vorbildfunktion.
Literature
go back to reference Albrecht, A. (2016). Internationales Management. Berliner Wissenschafts-Verlag. Albrecht, A. (2016). Internationales Management. Berliner Wissenschafts-Verlag.
go back to reference Albrecht, E. (2018). Business Coaching: Ein Praxis-Lehrbuch. Walter de Gruyter. CrossRef Albrecht, E. (2018). Business Coaching: Ein Praxis-Lehrbuch. Walter de Gruyter. CrossRef
go back to reference Heger, B. K. (2007). Linking the Employment Value Proposition (EVP) to employee engagement and business outcomes: Preliminary findings from a linkage research pilot study. Organization Development Journal, 25(2), 121–132. Heger, B. K. (2007). Linking the Employment Value Proposition (EVP) to employee engagement and business outcomes: Preliminary findings from a linkage research pilot study. Organization Development Journal, 25(2), 121–132.
go back to reference Girschik, V. (2020). Shared Responsibility for Societal Problems: The Role of Internal Activists in Reframing Corporate Responsibility, Business & Society, 59(1), 34–66. CrossRef Girschik, V. (2020). Shared Responsibility for Societal Problems: The Role of Internal Activists in Reframing Corporate Responsibility, Business & Society, 59(1), 34–66. CrossRef
go back to reference Hogan, S. J., & Coote, L. V. (2014). Organizational culture, innovation, and performance: A test of Schein’s model. Journal of Business Research, 67(8), 1609–1621. CrossRef Hogan, S. J., & Coote, L. V. (2014). Organizational culture, innovation, and performance: A test of Schein’s model. Journal of Business Research, 67(8), 1609–1621. CrossRef
go back to reference Schein, E. H. (1984). Coming to a new awareness of Organizational Culture, Sloan Management Review, 26, 3–16. Schein, E. H. (1984). Coming to a new awareness of Organizational Culture, Sloan Management Review, 26, 3–16.
go back to reference Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass. Schein, E. H. (2010). Organizational culture and leadership. Jossey-Bass.
go back to reference Wickert, Chr., de Bakker, F. G. A. (2019). How CSR Managers Can Inspire Other Leaders to Act on Sustainability. Harvard Business Review Digital Articles, 1/10/2019, 2–5. Wickert, Chr., de Bakker, F. G. A. (2019). How CSR Managers Can Inspire Other Leaders to Act on Sustainability. Harvard Business Review Digital Articles, 1/10/2019, 2–5.
Metadata
Title
Culture-LeadershipCulture-Leadership
Author
Arnd Albrecht
Copyright Year
2021
DOI
https://doi.org/10.1007/978-3-658-34253-1_7

Premium Partner