Top

Published in:

2012 | OriginalPaper | Chapter

20. Führungskräfteentwicklung im 21. Jahrhundert – Wo stehen wir und wo müssen (oder wollen) wir hin?

Authors : Björn Michaelis, Christoph Nohe, Karlheinz Sonntag

Published in: Die Zukunft der Führung

Publisher: Springer Berlin Heidelberg

Activate our intelligent search to find suitable subject content or patents.

search-config

AI-assisted search

Off

Zusammenfassung

Führungskräfte sehen sich der Herausforderung gegenüber, Potentiale ihrer Mitarbeiter abzurufen sowie Veränderungen in immer kürzeren Zyklen aktiv mitzugestalten. Transformationalen Führungskräften gelingt es in besonderem Maße diese Anforderungen zu bewältigen. Daher werden in diesem Beitrag Methoden zur Entwicklung von transformationalen Führungskräften vorgestellt. Zunächst wird ein Überblick über verschiedene theoretische Modelle und Ansätze der Führungsforschung gegeben. Anschließend wird das Konzept der transformationalen Führung näher erläutert, positive Auswirkungen dieses Führungsstils beschrieben sowie Befunde zur Trainierbarkeit transformationaler Führung vorgestellt. Daraufhin werden klassische Methoden der Führungskräfteentwicklung wie 360° Feedback und Coaching dargestellt und erläutert wie diese im Rahmen der Entwicklung von transformationalen Führungskräften eingesetzt werden können. Des Weiteren werden jüngere Methoden der Führungskräfteentwicklung beschrieben, wie beispielsweise das Training mentaler Modelle und die Verwendung kunstbasierter Methoden. Die Zukunft der Führungskräfteentwicklung wird diskutiert sowie Thesen zu ihrer Entwicklung aufgestellt.

Dont have a licence yet? Then find out more about our products and how to get one now:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

über 102.000 Bücher
über 537 Zeitschriften

aus folgenden Fachgebieten:

Automobil + Motoren
Bauwesen + Immobilien
Business IT + Informatik
Elektrotechnik + Elektronik
Energie + Nachhaltigkeit
Finance + Banking
Management + Führung
Marketing + Vertrieb
Maschinenbau + Werkstoffe
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

inform now

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

über 67.000 Bücher
über 340 Zeitschriften

aus folgenden Fachgebieten:

Bauwesen + Immobilien
Business IT + Informatik
Finance + Banking
Management + Führung
Marketing + Vertrieb
Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

inform now

previous chapter Navigation in unbekannten Welten – Dekonstruktion als zukünftige Führungsaufgabe

next chapter Wissensgewinnung durch Führung – die Vermeidung von Informationspathologien durch Kompetenzen für Mitarbeiter (Empowerment)

Available only for authorised users

Allen, T. D., Eby, L. T., O’Brien, K. E., & Lentz, E. (2008). The state of mentoring research: A qualitative review of current research methods and future research implications. Journal of Vocational Behavior, 73(3), 343–357.CrossRef

Allen, T. D., Eby, L. T., Poteet, M. L., Lentz, E., & Lima, L. (2004). Career benefits associated with mentoring for proteges: A meta-analysis. Journal of Applied Psychology, 89(1), 127–136.CrossRef

Avolio, B. J., Bass, B. M., & Jung, D. I. (1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. Journal of Occupational and Organizational Psychology, 72(4), 441–462.CrossRef

Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421–449.CrossRef

Baldwin, T. T., Wagner, R. J., & Roland, C. C. (1991). Effects of outdoor challenge training on group and individual perceptions. Conference Paper. Society for Industrial & Organisational Psychology.

Bandura, A. (1977). Self-efficacy: Toward a unifying theory of behavioral change. Psychological Review, 84(2), 191–215.CrossRef

Barling, J., Weber, T., & Kelloway, E. K. (1996). Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment. Journal of Applied Psychology, 81(6), 827–832.CrossRef

Bass, B. M. (1985). Leadership and performance beyond expectation. New York: Free Press.

Bass, B. M. (1990). Bass & Stoddill’s handbook of leadership: Theory, research, and managerial applications (3rd ed.). New York: Free Press.

Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications.

Bass, B. M., Avolio, B. J., Chemers, M. M., & Ayman, R. (1993). Transformational leadership: A response to critiques leadership theory and research: Perspectives and directions San Diego, CA: Academic Press.

Bass, B. M., Avolio, B. J., Jung, D. I., & Berson, Y. (2003). Predicting unit performance by assessing transformational and transactional leadership. Journal of Applied Psychology, 88(2), 207–218.CrossRef

Bausch, S., Sonntag, Kh., Stegmaier, R., & Noefer, K. (2010). Können Ältere mit neuen Medien lernen? Gestaltung und Evaluation eines e-Learning Behavior Modeling Trainings für verschiedene Altersgruppen. Zeitschrift für Arbeitswissenschaft, 3, 239–251.

Blickle, G. (2000). Influence tactics used by subordinates: An empirical analysis of the Kipnis and Schmidt subscales. Psychological Reports, 86(1), 143–154.CrossRef

Bognar, A. J. (1998). Tales from twelve O’Clock high: Leadership lessons for the 21st century. Strategor Consultants.

Bono, J. E., & Judge, T. A. (2003). Self-concordance at work: Toward understanding the motivational effects of transformational leaders. Academy of Management Journal, 46(5), 554–571.CrossRef

Brutus, S., Ruderman, M. N., Ohlott, P. J., & McCauley, C. D. (2000). Developing from job experiences: The role of organization-based self-esteem. Human Resource Development Quarterly, 11(4), 367–380.CrossRef

Bryman, A. (1992). Charisma & Leadership in Organizations. Newbury Park, CA: Sage.

Burns, J. M. (1978). Leadership. Oxford: Harper & Row.

Burke, M., & Day, R. D. (1986). A cumulative study of the effectiveness of managerial training. Journal of Applied Psychology, 71, 232–245.CrossRef

Carlson, D. S., M. Ferguson, Kacmar, K. Grzywacz, M., & Whitten D.(2011). Pay it forward: The positive crossover effects of supervisor work—family enrichment. Journal of Management, 37(3), 770–789.CrossRef

Chao, G. T., Walz, P. M., & Gardner, P. D. (1992). Formal and informal mentorships: A comparison on mentoring functions and contrast with nonmentored counterparts. Personnel Psychology, 45(3), 619–636.CrossRef

Conger, J. A. (1993). Training leaders for the twenty-first century. Human Resource Management Review, 3(3), 203–218.CrossRef

Cortvriend, P., C. Harris, & Alexander, E. (2008). Evaluating the links between leadership development coaching and performance. International Coaching Psychology Review, 3(2), 164–179.

Darso, L. (2004). Artful Creation. Learning-Tales of Arts-in-Business. Copenhagen: Samfundslitteratur.

de Haan, E., Bertie, C., Day, A., & Sills, C. (2010). Critical moments of clients and coaches: A direct-comparison study. International Coaching Psychology Review, 5(2), 109–128.

Den Hartog, D. N., & Koopman, P. L. (2001). Leadership in organizations. In Anderson, N., Ones, D. S., Kepir-Sinangil, H., & Viswesvaran, C. (Hrsg.), Handbook of industrial, work and organizational psychology (2. Aufl.). London: Sage.

De Pater, I. E., Van Vianen, A. E. M., Humphrey, R. H., Sleeth, R. G., Hartman, N. S., & Fischer, A. H. (2009). Individual task choice and the division of challenging tasks between men and women. Group & Organization Management, 34(5), 563–589.CrossRef

DeRue, D., & Wellman, N. (2009). Developing leaders via experience: The role of developmental challenge, learning orientation, and feedback availability. Journal of Applied Psychology, 94(4), 859–875.CrossRef

Dow, A., D. Leong, Anderson, A., & Wenzel, R. (2007). Using theater to teach clinical empathy: A pilot study. Journal of General Internal Medicine, 22(8), 1114–1118.CrossRef

Engelbrecht, A. S., & Fischer, A. H. (1995). The managerial performance implications of a developmental assessment center process. Human Relations, 48(4), 387–404.CrossRef

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

Felfe, J. (2006b). Validierung einer deutschen Version des ‚Multifactor Leadership Questionnaire‘ (MLQ Form 5x Short) von Bass und Avolio (1995). Zeitschrift für Arbeits- und Organisationspsychologie, 50(2), 61–78.CrossRef

Felfe, J., & Goihl, K. (2002). Deutsche überarbeitete und ergänzte Version des Multifactor Leadership Questionnaire (MLQ). In A. Glöckner-Rist (Hrsg.), ZUMA – Informationssystem. Elektronisches Handbuch sozialwissenschaftlicher Erhebungsinstrumente. Version 5.00. Mannheim: Zentrum für Umfragen, Methoden und Analysen.

Fiedler, F. E. (1967). A theory of leadership effectiveness. New York: McGraw-Hill.

Fitzgerald, S., & Schutte, N. S. (2010). Increasing transformational leadership through enhancing self-efficacy. Journal of Management Development, 29(5), 495–505.CrossRef

Fleishman, E. A., & Harris, E. F. (1962). Patterns of leadership behavior related to employee grievances and turnover. Personnel Psychology, 15(2), 43–56.CrossRef

Fortmüller, R. (2009). Learning through business games. Simulation & Gaming, 40(1), 68–83.

Galagan, P. (1987). Between two trapezes. Training & Development Journal, 41(3), 40–48.

Geyer, A. L. J., & Steyrer, J. M. (1998). Transformational leadership and objective performance in banks. Applied Psychology: An International Review, 47(3), 397–420.

Goleman, D. (2005). What makes a leader?. In R. L. Taylor, W. E. Rosenbach, R. L. Taylor, & W. E. Rosenbach (Hrsg.), Military leadership: In pursuit of excellence (5th ed., S. 53–68). Boulder, CO: Westview Press.

Goodstein, L. D., & Lanyon, R. I. (1999). Applications of personality assessment to the workplace: A review. Journal of Business and Psychology, 13(3), 291–322.CrossRef

Hall, D. T., Otazo, K. L., & Hollenbeck, G. P. (1999). Behind closed doors: What really happens in executive coaching. Organizational Dynamics, 27(3), 39–53.CrossRef

Hanges, P. J., Lord, R. G., & Dickson, M. W. (2000). Am information-processing perspective on leadership and culture: A case for connectionist architecture. Applied Psychology: An International Review, 49(1), 133–161.CrossRef

Haslam, S. A., Reicher, S. D. & Platow, M. J. (2011). The new psychology of leadership: Identity, influence and power. New York, NY, Psychology Press.

Hersey, P., & Blanchard, K. H. (1969). Life cycle theory of leadership. Training & Development Journal, 23(5), 26–34.

Hollander, E. P. & Offermann, L. R. (1990). Power and leadership in organizations: Relationships in transition. American Psychologist, 45(2), 179–189.CrossRef

House, R. J. (1971). A path goal theory of leader effectiveness. Administrative Science Quarterly, 16(3): 321–339.CrossRef

House, R. J., & Mitchell, T. R. (1974). Path-goal theory of leadership. Journal of Contemporary Business, 3(4), 81–97.

House, R. J., Delbecq A., & Taris, T. W. (1998). Value based leadership: An integrated theory and an empirical test. Internal Publication.

Howell, J. M., & Hall-Merenda, K. E. (1999). The ties that bind: The impact of leader-member exchange, transformational and transactional leadership, and distance on predicting follower performance. Journal of Applied Psychology, 84(5), 680–694.CrossRef

Hunt, J. G., & Conger, J. A. (1999). From where we sit: An assessment of transformational and charismatic leadership research. Leadership Quarterly, 10(3), 335–343.CrossRef

Johnson, H. H. (2008). Mental models and transformative learning: The key to leadership development?. Human Resource Development Quarterly, 19(1), 85–89.CrossRef

Jones, P. J., & Oswick, C. (2007). Inputs and outcomes of Outdoor Management Development: Of design, dogma and dissonance. British Journal of Management, 18(4), 327–341.CrossRef

Judge, T. A., Woolf, E. F., Hurst, C., & Livingston, B. (2006). Charismatische und transformationale Führung: Ein Überblick und eine Agenda für zukünftige Forschungsarbeiten. Zeitschrift für Arbeits- und Organisationspsychologie, 50(4), 203–214.CrossRef

Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755–768.CrossRef

Katz, D., & Kahn, R. L. (1952). Some recent findings in human relations research, In E. Swanson, T. Newcombe, & E. Hartley (Hrsg.), Readings in social psychology. NY: Holt, Reinhart and Winston.

Kegan, R. (2000). What form transforms? In J. Mezirow (Hrsg.), Learning as transformation. San Francisco: Jossey-Bass.

Kelloway, E. K., & Barling, J. (2000). What we have learned about developing transformational leaders. Leadership & Organization Development Journal, 21(7), 355–362.CrossRef

Kets de Vries, M. F. (1988). Prisoners of leadership. Human Relations, 41(3), 261–280.CrossRef

Kombarakaran, F. A., Yang, J. A., Baker, M. N., & Fernandes, P. B. (2008). Executive coaching: It works!. Consulting Psychology Journal: Practice and Research, 60(1), 78–90.CrossRef

Korotov, K. (2008). Citius, altius, fortius: Challenges of accelerated development of leadership talent in the Russian context. Organizational Dynamics, 37(3), 277–287.CrossRef

Kram, K. E. (1983). Phases of the mentor relationship. Academy of Management Journal, 26(4), 608–625.CrossRef

Kram, K. E. (1985). Improving the mentoring process. Training & Development Journal, 39(4), 40–43.

Kram, K. E., & Isabella, L. A. (1985). Mentoring alternatives: The role of peer relationships in career development. Academy of Management Journal, 28(1), 110–132.CrossRef

Leonard, H., & Lang, F. (2010). Leadership development via action learning. Advances in Developing Human Resources, 12(2), 225–240.CrossRef

Levenson, A. (2009). Measuring and maximizing the business impact of executive coaching. Consulting Psychology Journal: Practice and Research, 61(2), 103–121.CrossRef

Liao, H., & Chuang, A. (2007). Transforming service employees and climate: A multilevel, multisource examination of transformational leadership in building long-term service relationships. Journal of Applied Psychology, 92(4), 1006–1019.CrossRef

Lord, R. G., Brown, D. J., & Freiberg, S. J. (1999). Understanding the dynamics of leadership: The role of follower self-concepts in the leader/follower relationship. Organizational Behavior and Human Decision Processes, 78(3), 167–203.CrossRef

Lowe, K. B., Kroeck, K. G., & Sivasubramaniam, N. (1996). Effectiveness correlates of transformation and transactional leadership: A meta-analytic review of the MLQ literature. Leadership Quarterly, 7(3), 385–425.CrossRef

Lu, H.-L. (2010). Research on peer coaching in preservice teacher education—A review of literature. Teaching and Teacher Education, 26(4), 748–753.CrossRef

Mackenzie, S. B., Podsakoff, P. M., & Rich, G. A. (2001). Transformational and transactional leadership and salesperson performance. Journal of the Academy of Marketing Science, 29(2), 115.CrossRef

Marsh, H. W., Richards, G. E., & Barnes, J. (1986). Multidimensional self-concepts: The effect of participation in an Outward Bound Program. Journal of Personality and Social Psychology, 50(1), 195–204.CrossRef

McCauley, C. D., & Douglas, C. A. (2004). Developmental relationships. In C. D. McCauley & E. V. Velsor (Hrsg.), The center for creative leadership handbook of leadership development (2nd ed.). San Francisco, CA: Jossey-Bass.

McCauley, C. D., & Hezlett, S. A. (2001). Individual development in the workplace. In N. Anderson, D. S. Ones, H. K. Sinangil & C. Viswesvaran (Hrsg.), Handbook of industrual, work and organizational psychology: Personnel psychology (Bd. 1, S. 313–335). London: Sage.

McCauley, C. D., Lombardo, M. M., & Usher, C. J. (1989). Diagnosing management development needs: An instrument based on how managers develop. Journal of Management, 15(3), 389–403.CrossRef

McWhorter, R. R., Lynham S. A., & Porter, D. E. (2008). Scenario planning as developing leadership capability and capacity. Advances in Developing Human Resources, 10(2), 258–284.CrossRef

Meyer, H., & Raich, M. S. (1983). An objective evaluation of a behavior modeling training program. Personnel Psychology, 36, 755–761.CrossRef

Meyer, J. P., Stanley, D. J., L. Herscovitch, L., & L. Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61(1), 20–52.CrossRef

Mezirow, J. (1991). Transformative dimensions of adult learning. San Francisco: Jossey Bass.

Michaelis, B., Stegmaier, R., & Sonntag, K. (2010). Shedding light on followers’ innovation implementation behavior: The role of transformational leadership, commitment to change, and climate for initiative. Journal of Managerial Psychology, 25(4), 408–429.CrossRef

Moats, J. B., Chermack, T. J., & Dooley, L. M. (2008). Using scenarios to develop crisis managers: Applications of scenario planning and scenario-based training. Advances in Developing Human Resources, 10(3), 397–424.CrossRef

Mullen, J. E., & Kelloway, E. (2009). Safety leadership: A longitudinal study of the effects of transformational leadership on safety outcomes. Journal of Occupational and Organizational Psychology, 82(2), 253–272.CrossRef

Ng, T. H., Eby, L. T., Sorensen, K. L., & Feldman, D. C. (2005). Predictors of objective and subjective career success. A meta-analysis. Personnel Psychology, 58(2), 367–408.CrossRef

Nissley, N. (2004) The‚ Artful Creation‘ of positive anticipatory imagery. Appreciative Inquiry: Understanding the ‚Art Of‘ appreciative inquiry as aesthetic discourse. Advances in Appreciative Inquiry, 1, 283–307.CrossRef

Ohlott, P. J. (2004). Job assignments. In C. McCauley & E. V. Velsor (Hrsg.), The center for creative leadership handbook of leadership development (2. Aufl., S. 151–182). San Francisco: Jossey-Bass.

Olivero, G., Bane, K., & Kopelman, R. E. (1997). Executive coaching as a transfer of training tool: Effects on productivity in a public agency. Public Personnel Management, 26(4), 461–469.

Papa, M. J., & Graham, E. E. (1991). The impact of diagnosing skill deficiencies and assessment-based communication training on managerial performance. Communication Education, 40(4), 368–384.CrossRef

Piccolo, R. F., & Colquitt, J. A. (2006). Transformational leadership and job behaviors: The mediating role of core job characteristics. Academy of Management Journal, 49(2), 327–340.CrossRef

Porras, J., & Anderson, B. (1981). Improving managerial effectiveness through modelling-based trainng. Organzational Dynamics, 9, 60–77.CrossRef

Pundt, A., Böhme H., & Schyns, B. (2006). Moderatorvariablen für den Zusammenhang zwischen Commitment und transformationaler Führung: Führungsdistanz und Kommunikationsqualität. Zeitschrift für Personalpsychologie, 5(3): 108–120.CrossRef

Raelin, J. (2006). Does action learning promote collaborative leadership? Academy of Mangement Learning and Education, 5, 152–168.CrossRef

Roos, J., Victor, B., & Statler, M. (2004). Playing seriously with strategy. Long Range Planning, 37(6), 549–568.CrossRef

Rowold, J., & Heinitz, K. (2007). Transformational and charismatic leadership: Assessing the convergent, divergent and criterion validity of the MLQ and the CKS. Leadership Quarterly, 18(2), 121–133.CrossRef

Ryschka, J., Solga, M., & Mattenklott, A. (Hrsg.). (2005). Praxishandbuch Personalentwicklung. Instrumente, Konzepte, Beispiele. Wiesbaden: Gabler.

Schuler, H., & Görlich, Y. (2006) Ermittlung erfolgsrelevanter Merkmale von Mitarbeitern durch Leistungs- und Potenzialbeurteilungen. In Kh. Sonntag (Hrsg.), Personalentwicklung in Organisationen, (3. Aufl., S. 235–269). Göttingen: Hogrefe Verlag.

Seifert, C. F., Yukl, G., & McDonald, R. A. (2003). Effects of multisource feedback and a feedback facilitator on the influence behavior of managers toward subordinates. Journal of Applied Psychology, 88(3), 561–569.CrossRef

Seifert, C. F., & Yukl, G. (2010). Effects of repeated multi-source feedback on the influence behavior and effectiveness of managers: A field experiment. The Leadership Quarterly, 21(5): 856–866.CrossRef

Shivers-Blackwell, S. L. (2004). Reactions to outdoor teambuilding initiatives in MBA education. Journal of Management Development, 23(7), 614–630.CrossRef

Simonton, D. K. Greatness: Who makes history and why. New York: Guilford Press, 1994.

Singh, R., Ragins, B. R., et al. (2009). What matters most? The relative role of mentoring and career capital in career success. Journal of Vocational Behavior, 75(1), 56–67.CrossRef

Smith, P. B., & Peterson M. F. (1988). Leadership, organizations and culture: An event management model. Thousand Oaks, CA: Sage Publications, Inc.

Smith, T. E. (1990). Time and academic achievement. Journal of Youth and Adolescence, 19(6), 539–558.CrossRef

Sonntag, Kh. (2004). Personalentwicklung. In: H. Schuler (Hrsg.), Organisationspsychologie – Grundlagen und Personalpsychologie. Themenbereich D, (Bd. 3, S. 827–890). Göttingen u. a. 2004.

Sonntag, Kh.,& Schaper, N. (2006). Förderung beruflicher Handlungskompetenzen. In Kh. Sonntag (Hrsg.), Personalentwicklung in Organisationen (S. 270–311). Göttingen: Hogrefe.

Sonntag, Kh., Becker, P. R., Nohe, C., & Spellenberg, U. (im Druck). Die Führungskraft als Vorbild. Zeitschrift Führung und Organisation.

Sonntag, K h., & Stegmaier, R. (2010). Trainingsgestaltung. In U. Kleinbeck & K.-H. Schmidt (Hrsg.), Enzyklopädie der Psychologie Arbeitspsychologie (Bd. 1, S. 821–868). Göttingen: Hogrefe.

Sonntag, Kh., & Stegmeier R. (2007). Arbeitsorientiertes Lernen. Stuttgart: Kohlhammer.

Sosik, J. J. (2000). Meaning from within: Possible selves and personal meaning of charismatic and non-charismatic leaders. Journal of Leadership Studies, 7(2), 3–17.CrossRef

Sosik, J. J., & Jung, D. I. (2010). Full range leadership development: Pathways for people, profit, and planet. New York, NY US: Routledge/Taylor & Francis Group.

Taylor, P. J., Russ-Eft, D. F., & Chan, D. L. (2005). A meta-analytic review of behavior modeling training. Journal of Applied Psychology, 90(4), 692–709.CrossRef

Thornton, G., & Krause, D. E. (2009). Selection versus development assessment centers: An international survey of design, execution, and evaluation. The International Journal of Human Resource Management, 20(2), 478–498.CrossRef

Underhill, C. M. (2006). The effectiveness of mentoring programs in corporate settings: A meta-analytical review of the literature. Journal of Vocational Behavior, 68(2), 292–307.CrossRef

Vroom, V. H., & Yetton P. W. (1973). Leadership and decision-making. Pittsburgh, PA: University of Pittsburgh Press.

Wang, G., Oh, I., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2) 223–270.

Wang, H., Law, K. S., Hackett, R. D., Wang, D., & Chen, Z. X. (2005). Leader-member exchange as a mediator of the relationship between transformational leadership and followers’ performance and organizational citizenship behavior. Academy of Management Journal, 48(3), 420–432.CrossRef

Williams, S. D., Graham, T. S., & Baker, B.(2003). Evaluating outdoor experiential training for leadership and team building. Journal of Management Development, 22(1), 45–59.CrossRef

Yukl, G. A. (2006). Leadership in organizations (6 ed.). Upper Saddle River, NJ: Pearson, Prentice Hall.

Title: Führungskräfteentwicklung im 21. Jahrhundert – Wo stehen wir und wo müssen (oder wollen) wir hin?
Authors: Björn Michaelis
Christoph Nohe
Karlheinz Sonntag
Publisher: Springer Berlin Heidelberg
Book: Die Zukunft der Führung
Print ISBN: 978-3-642-31051-5

Electronic ISBN: 978-3-642-31052-2

Copyright Year: 2012
DOI: https://doi.org/10.1007/978-3-642-31052-2_20