nach oben

Erschienen in:

2016 | OriginalPaper | Buchkapitel

8. Superleadership und Empowering Leadership

verfasst von : Marco Furtner, Urs Baldegger

Erschienen in: Self-Leadership und Führung

Verlag: Springer Fachmedien Wiesbaden

Einloggen

Aktivieren Sie unsere intelligente Suche, um passende Fachinhalte oder Patente zu finden.

search-config

KI-gestützte Suche

Aus

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.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

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!

Jetzt informieren

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!

Jetzt informieren

Vorheriges Kapitel Fallstudie OPTRON (Teil B und C)

Nächstes Kapitel Fallstudie OPTRON: Learn to Lead (Teil D)

Adams, J. S. (1963). Wage inequities, productivity, and work quality. Industrial Relations, 3, 916.

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, 945–955.CrossRef

Amundsen, S., & Martinsen, O. L. (2014). Empowering leadership: Construct clarification, conceptualization, and validation of a new scale. The Leadership Quarterly, 25, 487–511.CrossRef

Amundsen, S. & Martinsen, O. L. (im Druck). Linking empowering leadership to job satisfaction, work effort, and creativity: The role of self-leadership and psychological empowerment. Journal of Leadership and Organizational Studies. doi:10.1177/1548051814565819.

Andreßen, P., Konradt, U., & Neck, C. P. (2012). The relation between self-leadership and transformational leadership: Competing models and the moderating role of virtuality. Journal of Leadership and Organizational Studies, 19, 68–82.CrossRef

Arnold, J. A., Arad, S., Rhoades, J. A., & Drasgow, F. (2000). The empowering leadership questionnaire: The construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior, 21, 249–269.CrossRef

Aryee, S., & Chen, Z. X. (2006). Leader-member exchange in a Chinese context: Antecedents, the mediating role of psychological empowerment and outcomes. Journal of Business Research, 59, 793–801.CrossRef

Avolio, B. J. (2011). Full range leadership development, 2. Aufl. Thousand Oaks: Sage.

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

Ball, G. A., Sims, H. P., & Trevino, L. K. (1994). Just and unjust punishment: Influences on subordinate performance and citizenship. The Academy of Management Journal, 37, 299–322.CrossRef

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

Bandura, A. (1991). Social cognitive theory and self-regulation. Organizational Behavior and Human Decision Processes, 50, 248–287.CrossRef

Barbuto, J. E. (2005). Motivation and transactional, charismatic, and transformational leadership: A test of antecedents. Journal of Leadership and Organizational Studies, 11, 26–40.CrossRef

Barbuto, J. E., Fritz, S. M., & Marx, D. (2002). A field study examining two measures of work motivation for predicting leaders’ influence tactics. The Journal of Social Psychology, 142, 601–616.CrossRef

Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free 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, 207–218.CrossRef

Baumeister, R. F., & Vohs, K. D. (2007). Self-regulation, ego depletion, and motivation. Social and Personality Psychology Compass, 1, 115–128.CrossRef

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, 17–42.CrossRef

Bligh, M. C., Pearce, C. L., & Kohles, J. C. (2006). The importance of self- and shared leadership in team based knowledge work. Journal of Managerial Psychology, 21, 296–318.CrossRef

Bono, J. E., & Judge, T. A. (2004). Personality and transformational and transactional leadership: A meta analysis. Journal of Applied Psychology, 89(5), 901–910.CrossRef

Breevaart, K., Bakker, A. B., Demerouti, E., & Derks, D. (im Druck). Who takes the lead? A multi-source diary study on leadership, work engagement, and job performance. Journal of Organizational Behavior. doi:10.1002/job.2041.

Burke, C. S., Stagl, K. C., Klein, C., Goodwin, G. F., Salas, E., & Halpin, S. (2006). What type of leadership behaviors are functional in teams? A meta-analysis. The Leadership Quarterly, 17, 288–307.CrossRef

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

Carless, S. A. (2004). Does psychological empowerment mediate the relationship between psychological climate and job satisfaction? Journal of Business and Psychology, 18, 405–425.CrossRef

Carmeli, A., Schaubröck, J., & Tishler, A. (2011). How CEO empowering leadership shapes top management team processes: Implications for firm performance. The Leadership Quarterly, 22, 399–411.CrossRef

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, 1217–1234.CrossRef

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, 541–557.CrossRef

Chung, A., Chen, I.-H., Yun-Ping Lee, A., Chun Chen, H., & Lin, Y. (2011). Charismatic leadership and self-leadership: A relationship of substitution or supplementation in the contexts of internalization and identification? Journal of Organizational Change Management, 24, 299–313.CrossRef

Clement, R. W. (2006). Just how unethical is American business? Business Horizons, 49, 313–327.CrossRef

Cox, J. F. (1993). The effects of superleadership training on leader behavior, subordinate self-leadership behavior, and subordinate citizenship. Unpublished doctoral dissertation, University of Maryland.

Cox, J. F., Pearce, C. L., & Sims, H. P. (2003). Toward a broader agenda for leadership development: Extending the traditional transactional-transformational duality by developing directive, empowering and shared leadership skills. In R. E. Riggio & S. Murphy (Hrsg.), The future of leadership development (S. 161–179). Mahwah: Lawrence Erlbaum.

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

Cunha, M. P., Pacheco, M., Castanheira, F., & Rego, A. (im Druck). Reflexive work and the duality of self-leadership. Leadership. doi:10.1177/1742715015606511.

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

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, 120–127.CrossRef

Elloy, D. F. (2006). Superleader behaviors and self-managed work teams: Perceptions of supervisory behaviors, satisfaction with growth, and team functions. Journal of Business and Economics Research, 4, 97–102.

Ensley, M. E., Hmieleski, K., & Pearce, C. L. (2006). The importance of vertical and shared leadership within new venture top management teams: Implications for the performance of startups. The Leadership Quarterly, 17, 217–231.CrossRef

Erez, M., & Arad, R. (1986). Participative goal-setting: Social, motivational, and cognitive factors. Journal of Applied Psychology, 71, 591–597.CrossRef

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, 271–291.CrossRef

Felfe, J., & Schyns, B. (2006). Personality and the perception of transformational leadership: The impact of extraversion, neuroticism, personal need for structure, and occupational self-efficacy. Journal of Applied Social Psychology, 36(3), 708–739.CrossRef

Fleishman, E. A. (1953). The description of supervisory behavior. Personnel Psychology, 37, 1–6.

Fletcher, J. K. (2004). The paradox of postheroic leadership: An essay on gender, power, and transformational change. The Leadership Quarterly, 15, 647–661.CrossRef

Furtner, M. R. (2010). Transformationales (Self-)Leadership: Self-Leadership und Transformationale Führung. Zeitschrift für KMU und Entrepreneurship, 58, 289–306.CrossRef

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

Furtner, M. R., & Rauthmann, J. F. (2010). Relations between self-leadership and scores on the Big Five. Psychological Reports, 107, 339–353.CrossRef

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

Furtner, M. R., Martini, M., & Sachse, P. (2011). Intrinsische Motivation, Self-Leadership und Selbstregulation in der Mensch-Computer Interaktion. In S. Schmid, M. Elepfandt, J. Adenauer, & A. Lichtenstein (Hrsg.), Reflexionen und Visionen der Mensch-Maschine-Interaktion – Aus der Vergangenheit lernen, Zukunft gestalten (S. 222–227). Düsseldorf: VDI Verlag.

Furtner, M. R., Riedmüller, K., Baldegger, U., & Zäch, S. (2012). Superleadership: Stufen zur erfolgreichen Selbst- und Mitarbeiterführung in der Organisation des 21. Jahrhunderts. In J. Smettan, F. Schreiber, L. Olos, C. Riegel, & W. Grieshop (Hrsg.), Erfolg durch Kompetenz: Best Practice in der Wirtschaftspsychologie (S. 77–87). Berlin: Deutscher Psychologen Verlag.

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, 436–449.CrossRef

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

Grille, A., Schulte, E.-M., & Kauffeld, S. (im Druck). Promoting shared leadership: A multilevel analysis investigating the role of protopypical team leader beahvior, psychological empowerment, and fair rewards. Journal of Leadership and Organizational Studies. doi:10.1177/1548051815570039.

Hackman, J. R., & Wageman, R. (2005). A theory of team coaching. Academy of Management Review, 30, 269–287.CrossRef

Halpin, A. W., & Winer, B. J. (1957). A factorial study of the leader behavior descriptions. In R. M. Stogdill & E. A. Coons (Hrsg.), Leader behavior: Its description and measurement. Columbus: Ohio State University, Bureau of Business Research.

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.CrossRef

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

Heatherton, T. F. & Vohs, K. D. (1998). Why is it so difficult to inhibit behavior? Psychological Inquiry, 9, 212–215.CrossRef

Higgins, E. T., & Maciariello, J. A. (2004). Leading complex collaboration in network organizations: A multidisciplinary approach. Advances in Interdisciplinary Studies of Work Teams, 10, 203–241.CrossRef

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

Hoch, J. E., & Kozlowski, W. J. (2014). Leading virtual teams: Hierarchical leadership, structural supports, and shared team leadership. Journal of Applied Psychology, 99, 390–403.CrossRef

Hoch, J. E., Pearche, C. L., & Welzel, L. (2010). Is the most effective team leadership shared? The impact of shared leadership, age diversity, and coordination of team performance. Journal of Personnel Psychology, 9, 105–116.CrossRef

Houghton, J. D., & Yoho, S. K. (2005). Toward a contingency model of leadership and psychological empowerment: When should self-leadership be encouraged? Journal of Leadership and Organizational Studies, 11, 65–83.CrossRef

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). Thousands Oaks: Sage.CrossRef

House, R. J. (1971). A path goal theory of leader effectiveness. Administrative Science Quarterly, 16, 321–338.CrossRef

House, R. J. (1977). A 1976 theory of charismatic leadership. In J. G. Hunt & L. L. Larson (Hrsg.), Leadership: The cutting edge (S. 189–207). Carbondale: Southern Illinois University Press.

House, R. J., & Howell, J. M. (1992). Personality and charismatic leadership. The Leadership Quarterly, 3, 81–108.CrossRef

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

Ilies, R., Morgeson, F. P., & Nahrgang, J. D. (2005). Authentic leadership and eudaemonic well-being: Understand leader-follower outcomes. The Leadership Quarterly, 16, 373–394.CrossRef

Ismail, A., Mohamed, A.-B., Sulaiman, A. Z., Mohamad, M. H., & Yusuf, M. H. (2011). An empirical study of the relationship between transformational leadership, empowerment and organizational commitment. Business and Economics Research Journal, 2, 89–107.

Jin, S., Seo, M.-G., & Shapiro, D. L. (2016). Do happy leaders lead better? Affective and attitudinal antecedents of transformational leadership. The Leadership Quarterly, 27, 64–84.CrossRef

Judge, T. A., & Bono, J. E. (2000). Five-factor model of personality and transformational leadership. Journal of Applied Psychology, 85, 751–765.CrossRef

Katz, D., Maccoby, N., & Morse, N. (1950). Productivity, supervision, and morale in an office situation. Ann Arbor: Institute for Social Research.

Kirkman, B. L., & Rosen, B. (1999). Beyond self-management: Antecedents and consequences of team empowerment. The Academy of Management Journal, 42, 58–74.CrossRef

Koberg, C. S., Boss, W., Senjem, J. C., & Goodman, E. A. (1999). Antecedents and outcomes of empowerment: Empirical evidence from the health care industry. Group and Organization Management, 34, 71–91.CrossRef

Liu, W., Lepak, D. P., Takeuchi, R., & Sims, H. P. (2003). Matching leadership styles with employment modes: Strategic human resource management perspective. Human Resource Management Review, 13, 127–152.CrossRef

Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task performance. Englewood Cliffs: Prentice-Hall.

Lorinkova, N. M., Pearsall, M. J., & Sims, H. P. (2013). Examining the differential longitudinal performance of directive versus empowering leadership in teams. Academy of Management Journal, 56, 573–596.CrossRef

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

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

Manz, C. C. (1986). Self-leadership: Toward an expanded theory of self-influence processes in organizations. Academy of Management Review, 11, 585–600.

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

Manz, C. C., & Sims, H. P. (1987). Leading workers to lead themselves: The external leadership of self-managing work teams. Administrative Science Quarterly, 32, 106–129.CrossRef

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

Manz, C. C., & Sims, H. P. (2007). Super leadership: Beyond the myth of heroic leadership. In R. P. Vecchio (Hrsg.), Leadership: Understanding the dynamics of power and influence in organizations (S. 377–393). Note Dame: University of Notre Dame Press.

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, 607–612.CrossRef

Martin, S. L., Liao, H., & Campbell, E. M. (2013). Directive versus empowering leadership: A field experiment comparing impacts on task proficiency and proactivity. Academy of Management Journal, 56, 1372–1395.CrossRef

McClelland, D. C. (1961). The achieving society. Princeton: Van Nostrand.CrossRef

McClelland, D. C. (1975). Power: The inner experience. New York: Irvington.

McClelland, D. C. (1985). Human motivation. Glenview: Scott, Foresman.

McGregor, D. (1960). The human side of enterprise. New York, 21, 166.

Müller, G. F., Sauerland, M., & Butzmann, B. (2011). Führung durch Selbstführung – Konzept, Messung und Korrelate. Gruppendynamik und Organisationsberatung, 42, 377–390.CrossRef

Mumford, M. D., Marks, M. A., Connelly, M. S., Zaccaro, S. J., & Reiter-Palmon, R. (2000). Development of leadership skills: Experience and timing. The Leadership Quarterly, 11, 87–114.CrossRef

Neck, C. P., & Houghton, J. D. (2006). Two decades of self-leadership theory and research: Past developments, present trends, and future possibilities. Journal of Managerial Psychology, 21, 270–295.CrossRef

Pearce, C. L. (1997). The determinants of change management team effectiveness: A longitudinal investigation. Unpublished doctoral dissertation, University of Maryland, College Park.

Pearce, C. L. (2007). The future of leadership development: The importance of identity, multi-level approaches, self-leadership, physical fitness, shared leadership, networking, creativity, emotions, spirituality and on-boarding processes. Human Resource Management Review, 17, 355–359.CrossRef

Pearce, C. L., & Conger, J. A. (Hrsg.). (2003). Shared leadership: Reframing the hows and whys of leadership. Thousand Oaks: Sage.

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, 130–140.CrossRef

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

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). Greenwich, CT: JAI Press.

Pearce, C. L., & Sims, H. P. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group Dynamics: Theory, Research, and Practice, 6, 172–197.CrossRef

Pearce, C. L., Sims, H. P., Cox, J. F., Ball, G., Schnell, E., Smith, K. A., & Trevino, L. (2003). Transactors, transformers and beyond: A multi-method development of a theoretical typology of Leadership. Journal of Management Development, 22, 273–307.CrossRef

Pearce, C. L., Yoo, Y., & Alavi, M. (2004). Leadership, social work and virtual teams: The relative influence of vertical vs. shared leadership in the nonprofit sector. In R. Riggio & S. Smith-Orr (Hrsg.), Nonprofit leadership (S. 180–203). San Francisco: Jossey Bass.

Pearce, C. L., Manz, C. C., & Sims, H. P. (2008). The roles of vertical and shared leadership in the enactment of executive corruption: Implications for research and practice. The Leadership Quarterly, 19, 353–359.CrossRef

Pearce, C. L., Manz, C. C., & Akanno, S. (2013). Searching for the holy grail of management development and sustainability: Is shared leadership development the answer? Journal of Management Development, 32, 247–257.CrossRef

Podsakoff, P. M., Bommer, W. H., Podsakoff, N. P., & MacKenzie, S. B. (2006). Relationships between leader reward and punishment behavior and subordinate attitudes, perceptions, and behaviors: A meta-analytic review of existing and new research. Organizational Behavior and Human Decision Processes, 99, 113–142.CrossRef

Reichard, R. J., & Johnson, S. K. (2011). Leader self-development as organizational strategy. The Leadership Quarterly, 22, 33–42.CrossRef

Reicher, S., Haslam, S. A., & Hopkins, N. (2005). Social identity and the dynamics of leadership: Leaders and followers as collaborative agents in the transformation of social reality. The Leadership Quarterly, 16, 547–568.CrossRef

Robbins, S. P., & Judge, T. A. (2009). Organizational behavior. Upper Saddle River: Pearson.

Ross, S. (2013). A conceptual model for understanding the process of self-leadership development and action-steps to promote personal leadership development. Journal of Management Development, 33, 299–323.CrossRef

Scott, W. E., & Podsakoff, P. M. (1982). Leadership, supervision and behavioral control: Perspectives from an experimental analysis. In L. Frederickson (Hrsg.), Handbook of organizational behavior management. New York: Wiley.

Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization Science, 4, 577–594.CrossRef

Sims, H. P., Faraj, S., & Yun, S. (2009). When should a leader be directive or empowering? How to develop your own situational theory of leadership. Business Horizons, 52, 149–158.CrossRef

Spreitzer, G. M. (1995). Individual empowerment in the workplace: Dimensions, measurement, validation. The Academy of Management Journal, 38, 1442–1465.CrossRef

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, 1239–1251.CrossRef

Stewart, G. L., Courtright, S. H., & Manz, C. C. (2011). Self-leadership: A multilevel review. Journal of Management, 37, 185–222.CrossRef

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, 185–201.CrossRef

Thoresen, C. E., & Mahoney, M. J. (1974). Behavioral self-control. New York: Holt, Rinehart & Winston.

Thorndike, E. L. (1911). Animal intelligence: Experimental studies. New York: Hafner.CrossRef

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, 15–27.CrossRef

Unterrainer, C., Palgi, M., Weber, W. G., Iwanowa, A., & Oesterreich, R. (2011). Structurally anchored organizational democracy: Does it reach the employee? Journal of Personnel Psychology, 10, 118–132.CrossRef

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, 530–542.CrossRef

Vroom, V. H. (1964). Work and motivation. New York: Wiley.

Wang, D., Waldman, D. A., & Zhang, Z. (2014). A meta-analysis of shared leadership and team effectiveness. Journal of Applied Psychology, 99, 181–198.CrossRef

Weber, M. (1947). The theory of social and economic organizations. New York: Free Press.

Weber, W. G., Unterrainer, C., & Schmid, B. E. (2009). The influence of organizational democracy on employees’ socio-moral climate and prosocial behavior orientations. Journal of Organizational Behavior, 30, 1127–1149.CrossRef

Wegge, J., Jeppesen, H., Weber, W. G., Pearce, C. L., Silva, S. A., Pundt, A., Jonsson, T., Wolf, S., Wassenaar, C. L., Unterrainer, C., & Piecha, A. (2010). Promoting work motivation in organizations: Should employee involvement in organizational leadership become a new tool in the organizational psychologist’s kit? Journal of Personnel Psychology, 9, 154–171.CrossRef

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

Wood, S. J., Stride, C. B., Wall, T. D., & Clegg, C. W. (2004). Revisiting the use and effectiveness of modern management practices. Human Factors and Ergonomics in Manufacturing, 14, 415–432.CrossRef

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

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, 374–388.CrossRef

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, 107–128.CrossRef

Zhang, S., Ke, X., & Wang, X. (2015). Empowering leadership and creativity: The influence of access to resources/information, and OBSE. Academy of Management Proceedings (Meeting Abstract Supplement) January, 16035.

Titel: Superleadership und Empowering Leadership
verfasst von: Marco Furtner
Urs Baldegger
Verlag: Springer Fachmedien Wiesbaden
Buch: Self-Leadership und Führung
Print ISBN: 978-3-658-13044-2

Electronic ISBN: 978-3-658-13045-9

Copyright-Jahr: 2016
DOI: https://doi.org/10.1007/978-3-658-13045-9_8

Springer Professional

Zusammenfassung

Bitte loggen Sie sich ein, um Zugang zu Ihrer Lizenz zu erhalten.

Sie haben noch keine Lizenz? Dann Informieren Sie sich jetzt über unsere Produkte:

Springer Professional "Wirtschaft+Technik"

Springer Professional "Wirtschaft"

Premium Partner