Zusammenfassung
Die klassische Betrachtung der Führung legt das Schwergewicht auf interpersonelle Einflussprozesse, vor allem durch die Führungskraft. In der Führungsrealität von Organisationen ist der Einfluss auf Mitarbeiter jedoch nicht darauf beschränkt. Vielmehr finden sich neben einer möglichen Verteilung von Führungsaufgaben innerhalb einer Gruppe, wie bei der geteilten Führung, und dem Einfluss von verschiedenen Gruppenmitgliedern auf die Führung zusätzlich alternative und oft indirekte Einflußfaktoren auf das Verhalten von Geführten wie Arbeitsstrukturen, Managementsysteme und kulturelle Normen, Selbstführung oder Informations- und Kommunikationstechniken, die die direkte Führung durch Personen ergänzen, temporär oder völlig ersetzen. In diesem Kapitel gehen wir auf die zentralen Ansätze, die verteilte Führung, die Führung als Residualfaktor und das Konzept der Führungssubstitute, näher ein.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Similar content being viewed by others
Notes
- 1.
Der Abschnitt zum Team-Leadership in Northouse (2019, S. 371), stammt von Susan E. Kogler Hill.
- 2.
Fitzsimons und Kollegen (2011) haben die möglichen Perspektiven relationaler Führungsbetrachtungen weiter differenziert.
- 3.
In der Literatur zur Selbstführung finden sich zum Teil analoge Verwendungen der Begriffe Selbststeuerung, Selbstmanagement und Selbstführung, etwa im Modell von Mills (1983), der dort die Begriffe des Selbstmanagements bzw. der Selbststeuerung verwendet. Manz (1991), sieht dagegen Selbstmanagement als Zwischenstadium auf dem Weg von externer Führung zu Selbstführung, in der nur das „Wie?“ der Tätigkeit eigenständig festgelegt wird, während bei Selbstführung auch das „Was?“ und „Warum?“ eigenverantwortlich entschieden wird. Zugleich wird ein unterschiedliches Motivationsniveau (extrinsisch vs. intrinsisch) unterstellt. Auch auf der Gruppenebene unterscheiden die beiden Autoren zwischen Selbstführung und Selbstmanagement von Teams (vgl. auch Neck und Manz 2010; Stewart et al., 2011, S. 190).
Literatur
Alvesson, M., & Blom, M. (2019). Beyond leadership and followership: Working with a variety of modes of organizing. Organizational Dynamics, 48(1), 28–37.
Assmann, E. (2017). Führung in kulturell diversen Sportteams – Eine Analyse aus Sicht der verteilten Führung. Masterarbeit an der TU Chemnitz.
Bales, R. F., & Slater, P. E. (1969). Role differentiation in small decision-making groups. In C. A. Gibb (Hrsg.), Leadership (S. 255–276). Penguin.
Bennett, N., Wise, C., Woods, P. A., & Harvey, J. A. (2003). Distributed leadership. National College of School Leadership.
Bleicher, K. (1991). Das Konzept Integriertes Management. Campus.
Blom, M., & Alvesson, M. (2014). Leadership on demand: Followers as initiators and inhibitors of managerial leadership. Scandinavian Journal of Management, 30, 344–357.
Bolden, R. (2011). Distributed leadership in organizations: A review of theory and research. International Journal of Management Review, 13(3), 251–269.
Boltanski, L., & Thevenot, L. (2006). On justification: Economies of worth. Princeton University Press.
Breevaart, K., Bakker, A. B., Demerouti, E., & Derks, D. (2016). Who takes the lead? A multi-source diary study on leadership, work engagement, and job performance. Journal of Organizational Behavior, 37, 309–325.
Buchanan, D., Addicott, R., Fitzgerald, L., Ferlie, E., & Baeza, J. (2007). Nobody in charge: Distributed change agency in healthcare. Human Relations, 60(7), 1065–1090.
Canterino, F., Cirella, S., Piccoli, B., & Shani, A. B. (2020). Leadership and change mobilization. The mediating role of distributed leadership. Journal of Business Research, 108, 42–51.
Chreim, S. (2015). The (non)distribution of leadership roles: Considering leadership practices and configurations. Human Relations, 68(4), 517–543.
Chreim, S., & MacNaughton, K. (2016). Distributed leadership in health care teams: Constellation role distribution and leadership practices. Health Care Management Review, 41(3), 200–212.
Chreim, S., Williams, B. E., Janz, L., & Dastmalchian, A. (2010). Change agency in a primary health care context: The case of distributed leadership. Health care management review, 35(2), 187–199.
Contractor, N. S., DeChurch, L. A., Carson, J., Carter, D. A., & Keegan, B. (2012). The topology of collective leadership. The Leadership Quarterly, 23(6), 993–1011.
Crevani, L., Lindgren, M., & Packendorff, J. (2007). Shared leadership: A post-heroic perspective on leadership as a collective construction. International Journal of Leadership Studies, 3(1), 40–67.
Currie, G., & Locket, A. (2011). Distributing leadership in health and social care: Concertive, conjoint or collective? International Journal of Management Reviews, 13(3), 286–300.
Currie, G., Lockett, A., & Suhomlinova, O. (2009). The institutionalization of distributed leadership: A ‘Catch-22’ in English public services. Human Relations, 62(11), 1735–1761.
Den Hartog, D. N., & Belschak, F. D. (2012). When does transformational leadership enhance employee proactive behavior? The role of autonomy and role breadth self-efficacy. Journal of Applied Psychology, 97(1), 194–202.
Denis, J.-L., Langley, A., & Sergi, V. (2012). Leadership in the plural. The Academy of Management Annals, 6(1), 211–283.
Dionne, S. D., Yammarino, F. J., Atwater, L. E., & James, L. R. (2002). Neutralizing substitutes for leadership theory: Leadership effects and common-source bias. Journal of Applied Psychology, 87(3), 454–464.
Dionne, S. D., Yammarino, F. J., Howell, J. P., & Villa, J. (2005). Substitutes for leadership, or not. Theoretical letters. The Leadership Quarterly, 16(1), 169–193.
Dust, S. B., & Ziegert, J. C. (2016). Multi-Leader teams in review: A contingent-configuration perspective of effectiveness. International Journal of Management Reviews, 18(4), 518–541.
Ebbers, J. J., & Wijnberg, N. M. (2017). Betwixt and between: Role conflict, role ambiguity and role definition in project-based dual-leadership structures. Human Relations, 70(11), 1342–1365.
Elias, N. (1976). Über den Prozess der Zivilisation. Soziogenetische und psychogenetische Untersuchungen. Suhrkamp.
Empson, L. (2020). Ambiguous authority and hidden hierarchy: Collective leadership in an elite professional service firm. Leadership. https://doi.org/10.1177/1742715019886769
Engeström, Y. (1999). Activity theory and individual and social transformation. In Y. Engeström, R., Miettinen, & R.L. Punamaki (Hrsg.), Perspectives on activity theory (S. 19–38). Cambridge University Press.
Feng, Y., Hao, B., Iles, P., & Bown, N. (2017). Rethinking distributed leadership: Dimensions, antecedents and team effectiveness. Leadership and Organization Development Journal, 38(2), 284–302.
Fitzsimons, D., Turnball, K., & Denyer, D. (2011). Alternative approaches for studying shared and distributed leadership. International Journal of Management Reviews, 13, 313–328.
Gordon, R. D. (2010). Dispersed leadership: Exploring the impact of antecedent forms of power using a communicative framework. Management Communication Quarterly, 24(2), 260–287.
Gronn, P. (1999). Substituting for leadership: The neglected role of the leadership couples. The Leadership Quarterly, 10(1), 41–62.
Gronn, P. (2000). Distributed properties. A new architecture for leadership. Educational Management & Administration, 8(3), 317–338.
Gronn, P. (2002). Distributed leadership as a unit of analysis. The Leadership Quarterly, 13(4), 423–451.
Gronn, P. (2009). Leadership configurations. Leadership, 5(3), 381–394.
Guerrero, S., Chênevert, D., Vandenberghe, C., Tremblay, M., & Ben Ayed, A. K. (2018). Employees’ psychological empowerment and performance: How customer feedback substitutes for leadership. Journal of Services Marketing, 32(7), 868–879.
Harris, A. (Hrsg.). (2009). Distributed leadership. Different perspectives. Springer.
Harris, A. (2013). Distributed leadership: Friend or foe? Educational Management Administration Leadership, 41(5), 545–554.
Harris, A. (2014). Distributed leadership matters: Perspectives, practicalities, and potential. Corvin.
Harris, A., & DeFlaminis, J. (2016). Distributed leadership in practice: Evidence, misconceptions and possibilities. Management in Education, 30(4), 141–146.
Hartley, D. (2010). Paradigms: How far does research in distributed leadership ‘stretch’? Educational Management Administration and Leadership, 38(3), 271–285.
Hoch, J. E., Andreßen, P., & Konradt, U. (2007). E-Leadership und die Bedeutung verteilter Führung. Wirtschaftspsychologie, 3, 50–58.
House, R. J. (1971). A path-goal theory of leader effectiveness. Administrative Science Quarterly, 16, 321–338.
House, R. J., & Mitchell, T. R. (1974). Path-goal theory of leadership. Journal of Contemporary Business, 3, 81–97.
Howell, J., Dorfman, P., & Kerr, S. (1986). Moderator variables in leadership research. Academy of Management Review, 11(1), 88–102.
Howell, J. P., Bowen, D. E., Dorfman, P. W., Kerr, S., & Podsakoff, P. M. (1990). Substitutes for leadership: Effective alternatives to ineffective leadership. Organizational Dynamics, 19, 21–38.
Howell, J. P., & Dorfman, P. W. (1981). Substitutes for leadership: Test of a construct. Academy of Management Journal, 24(4), 714–728.
Hui, H. C., Chiu, W. C. K., Yu, P. L. H., Cheng, K., & Tse, H. H. M. (2007). The effects of service climate and the effective leadership behaviour of supervisors on frontline employee service quality: A multi-level analysis. Journal of Occupational and Organizational Psychology, 80(1), 151–172.
Hussain, G., Wan Ismail, W. K., Rashid, M. A., & Nisar, F. (2016). Substitutes for leadership: Alternative perspectives. Management Research Review, 39(5), 546–568.
Jermier, J. M. (1997). Substitutes for leadership: Their meaning and measurement, contextual recollections and current observations. The Leadership Quarterly, 8(2), 95–101.
Jernigan, E., & Beggs, J. (2010). Substitutes for leadership and job satisfaction: Is there a relationship? Journal of Organizational Culture, Communications and Conflict, 14(2), 97–106.
Jones, J. A. (2011). The role of leadership substitutes theory in adjunct professor preferences for academic leaders: A qualitative examination. Journal of Academic Administration in Higher Education, 7(1), 25–35.
Jones, S. (2014). Distributed leadership: A critical analysis. Leadership, 10(2), 129–141.
Kerr, S., & Jermier, J. M. (1978). Substitutes for leadership: Their meaning and measurement. Organizational Behavior and Human Decision Processes, 22(3), 375–403.
Kerr, S., & Mathews, C. (1995). Führungstheorien – Theorie der Führungssubstitution. In A. Kieser, G. Reber, R. Wunderer & R. (Hrsg.), Handwörterbuch der Führung (S. 1021–1034). Schäffer-Poeschel.
Kogler Hill, S. E. (2019). Team leadership. In P. G. Northouse (Hrsg.), Leadership in organizations (8. Aufl., S. 371–402). Sage.
Konrath, U. (2014). Toward a theory of dispersed leadership in teams: Model, findings, and directions for future research. Leadership, 10(3), 289–307.
Kroon, B., van Woerkom, M., & Menting, C. (2017). Mindfulness as substitute for transformational leadership. Journal of Managerial Psychology, 32(4), 284–297.
Lave, J., & Wenger, E. (1991). Situated learning: Legitimate peripheral participation. Cambridge University Press.
Leithwood, K., Day, C., Sammons, P., Harris, A., & Hopkins, D. (2006). Successful school leadership: What it is and how it influences pupil learning. DfES Publications.
Leithwood, K., Mascall, B., Strauss, T., Sacks, R., Memon, N., & Yashkina, A. (2007). Distributed leadership to make schools smarter: Taking the ego out of the system. Leadership and Policy in Schools, 6(1), 37–67.
Leontev, A. N. (1978). Activity, consciousness and personality. Prentice-Hall.
Luhmann, N. (1987). Soziale Systeme. Grundriss einer allgemeinen Theorie. Suhrkamp.
Luhmann, N. (1995). Funktionen und Folgen formaler Organisation. Mit einem Epilog 1994. Duncker und Humblot.
Lumby, J. (2019). Distributed leadership and bureaucracy. Educational Management Administration & Leadership, 47(1), 5–19.
MacBeath, J., Oduro, G. K. T., & Waterhouse, J. (2004). Distributed leadership in action: A study of current practice in schools. National College for School Leadership.
Mailhot, C., Gagnon, S., Langley, A., & Binette, L.-F. (2016). Distributing leadership across people and objects in a collaborative research project. Leadership, 12(1), 53–85.
Manz, C. C., & Sims, H. P. (1980). Self-management as a substitute for leadership: A social learning perspective. Academy of Management Review, 5(3), 361–367.
Manz, C. C. (1991): Developing self-leaders through Super Leadership. Supervisory Management, 36(9), 3.
Mills, K. P. (1983). Self-management: Its control and relationship to other organizational properties. Academy of Management Review, 8, 445–453.
Neck, C. P., & Manz, C. C. (2010). Mastering Self-Leadership: Empowering yourself for personal excellence. Sage.
Neuberger, O. (2002). Führen und führen lassen. UTB.
Northouse, P. G. (2019). Leadership in organizations (8. Aufl.). Sage.
Nübold, A., Muck, P. M., & Maier, G. W. (2013). A new substitute for leadership? Followers ‘state core self-evaluations. The Leadership Quarterly, 24(1), 29–44.
Oborn, E., Barrett, M., & Dawson, S. (2013). Distributed leadership in policy formulation: A socio-material perspective. Organization Studies, 34(2), 253–276.
Ospina, S. M., Foldy, E. G., Fairhurst, G. T., & Jackson, B. (2020). Collective dimensions of leadership: Connecting theory and method. Human Relations, 73(4), 441–463.
Pearce, C. L., & Sims, H. P. (2000). Shared leadership: Toward a multi-level theory of leadership. Advances in Interdisciplinary Studies of Work Teams, 7, 115–139.
Pieterse, A. N., Hollenbeck, J. R., van Knippenberg, D., Spitzmüller, M., Dimotakis, N., Karam, E. P., & Sleesman, D. J. (2019). Hierarchical leadership versus self-management in teams: Goal orientation diversity as a moderator of their relative effectiveness. The Leadership Quarterly, 30(6), 101343.
Podsakoff, P. M., & MacKenzie, S. B. (1997). Kerr and Jermier’s substitutes for leadership model: Background, empirical assessment, and suggestions for future research. The Leadership Quarterly, 8(2), 117–132.
Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996a). Meta-analysis of the relationships between Kerr and Jermier’s substitutes for leadership and employee job attitudes, role perceptions, and performance. Journal of Applied Psychology, 81(4), 380–399.
Podsakoff, P. M., MacKenzie, S. B., & Bommer, W. H. (1996b). 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.
Podsakoff, P. M., Nienhoff, B. P., Mackenzie, S. B., & Williams, M. L. (1993). Do substitutes for leadership really substitute for leadership? An empirical examination of Kerr and Jermier’s situational leadership model. Organizational Behavior and Human Decision Processes, 54(1), 1–44.
Pool, S. W. (1997). The relationship of job satisfaction with substitutes of leadership, leadership behavior, and work motivation. The Journal of Psychology, 131(3), 271–283.
Probst, G. J. B. (1987). Selbstorganisation: Ordnungsprozesse in sozialen Systemen aus ganzheitlicher Sicht. Berlin & Hamburg.
Rybnikova, I., Lang, R., Toleikienė, R., & Šaparnienė, D. (2015). Leadership in local government organizations in Lithuania and Germany. In L. Gnan, A. Hinna & F. Monteduro (Hrsg.), Contingency, behavioural and evolutionary perspectives on public and non-profit governance (Studies in public and non-profit governance, Bd. 4, S. 217–245). Emerald.
Seidel, E. (1978). Betriebliche Führungsformen. Poeschel.
Spillane, J. P. (2006). Distributed leadership. Jossey-Bass.
Spillane, J. P. (2012). Distributed leadership. E-Book. Jossey-Bass.
Spillane, J. P., Halverso, R., & Diamond, J. B. (2001). Investigating school leadership practice: A distributed perspective. Educational Researcher, 30(3), 23–28.
Starke, F. A., Sharma, G., Mauws, M. K., Dyck, B., & Dass, P. (2011). Exploring archetypal change: The importance of leadership and its substitutes. Journal of Organizational Change Management, 24(1), 29–50.
Stewart, G. L., Courtright, S. H., & Manz, C. C. (2011). Self-Leadership: A multilevel review. Journal of Management, 37(1), 185–222.
Thorpe, R., Gold, J., & Lawler, J. (2011). Locating distributed leadership. International Journal of Management Reviews, 13(3), 239–250.
Tian, M., Risku, M., & Collin, K. (2016). A meta-analysis of distributed leadership from 2002 to 2013: Theory development. Educational Management Administration & Leadership, 44(1), 146–165.
Türk, K. (1981). Personalführung und soziale Kontrolle. Lucius und Lucius.
Ullrich, J., Christ, O., & van Dick, R. (2009). Substitutes for procedural fairness: Prototypical leaders are endorsed whether they are fair or not. Journal of Applied Psychology, 94(1), 235–244.
Ulrich, H., & Krieg, W. (1974). St. Galler Management-Modell. Haupt.
Van De Mieroop, D., Clifton, J., & Verhelst, A. (2020). Investigating the interplay between formal and informal leaders in a shared leadership configuration: A multimodal conversation analytical study. Human Relations, 73(4), 490–515.
Villa, J. R., Howell, J. P., Dorfman, P. W., & Daniel, D. L. (2003). Problems with detecting moderators in leadership research using moderated multiple regression. The Leadership Quarterly, 14(1), 3–23.
Vygotsky, L. S. (1978). Mind in society: The development of higher psychological processes. Harvard University Press.
Weibler, J. (2016). Personalführung (3. Aufl.). Vahlen.
Wenger, E. (2000). Communities of practice and social learning systems. Organization, 7(2), 225–246.
Whittington, J. L., Goodwin, V. L., & Murray, B. (2004). Transformational leadership, goal difficulty, and job design: Independent and interactive effects on employee outcomes. The Leadership Quarterly, 15(5), 593–606.
Wunderer, R. (1996). Führung und Zusammenarbeit. Grundlagen innerorganisatorischer Beziehungsgestaltung. Zeitschrift für Personalforschung, 4, 385–408.
Zacher, H., & Jimmieson, N. L. (2013). Leader-follower interactions: Relations with OCB and sales productivity. Journal of Managerial Psychology, 28(1), 92–106.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
Copyright information
© 2021 Der/die Autor(en), exklusiv lizenziert durch Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature
About this chapter
Cite this chapter
Lang, R., Rybnikova, I. (2021). Verteilte und substituierbare Führung: Wer oder was führt, wenn die Führungskraft mal nicht da ist?. In: Aktuelle Führungstheorien und -konzepte. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-35543-2_7
Download citation
DOI: https://doi.org/10.1007/978-3-658-35543-2_7
Published:
Publisher Name: Springer Gabler, Wiesbaden
Print ISBN: 978-3-658-35542-5
Online ISBN: 978-3-658-35543-2
eBook Packages: Business and Economics (German Language)