Skip to main content
SpringerLink
Log in

Respektvolle Führung fördern und entwickeln

  • Chapter
  • First Online:
Handbuch Mitarbeiterführung

Part of the book series: Springer Reference Psychologie ((SRP))

Zusammenfassung

In diesem Kapitel beleuchten wir das für das Verhältnis zwischen Führungskräften und ihren Mitarbeitern zentrale Thema des Respekts. Dabei unterscheiden wir zwischen respektvoller und respektierter Führung: Bei respektvoller Führung geht es darum, Mitarbeitern trotz Hierarchieunterschieds auf Augenhöhe zu begegnen. Bei respektierter Führung geht es darum, dass Führungskräfte von ihren Mitarbeitern Respekt für ihre Fähigkeiten und Leistungen erhalten. Wir zeigen, welche Konsequenzen Führung in Bezug auf beide Respektformen hat und wie sie zustande kommt bzw. sich fördern lässt.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution

Subscribe and save

Springer+ Basic
$34.99 /Month
  • Get 10 units per month
  • Download Article/Chapter or eBook
  • 1 Unit = 1 Article or 1 Chapter
  • Cancel anytime
Subscribe now

Buy Now

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 59.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Similar content being viewed by others

Notes

  1. 1.

    Anmerkung: Aus Gründen der Verständlichkeit wird im Text lediglich das generische Maskulinum verwendet. Darin sollen ausdrücklich beide Geschlechterformen eingeschlossen sein.

Literatur

  • Aktuelle Forschung zu Respekt aus interdisziplinärer Perspektive. www.respectresearchgroup.org

  • Bakker, A. B., Hakanen, J. J., Demerouti, E., & Xanthopoulou, D. (2007). Job resources boost work engagement, particularly when job demands are high. Journal of Educational Psychology, 99, 274–284.

    Article  Google Scholar 

  • Blader, S. L., & Tyler, T. R. (2009). Testing and extending the group engagement model: Linkages between social identity, procedural justice, economic outcomes, and extrarole behavior. Journal of Applied Psychology, 94, 445–464.

    Article  PubMed  Google Scholar 

  • Boezeman, E. J., & Ellemers, N. (2008). Pride and respect in volunteers’ organizational commitment. European Journal of Social Psychology, 38, 159–172.

    Article  Google Scholar 

  • Borbonus, R. (2012). Respekt! Wie Sie Ansehen bei Freund und Feind gewinnen (4. Aufl.). Berlin: Econ.

    Google Scholar 

  • Borkowski, J. (2011). Respektvolle Führung. Wiesbaden: Gabler Verlag.

    Book  Google Scholar 

  • Bryant, A. (2013). In head-hunting, big data may not be such a big deal. Resource document. The New York Times. http://www.nytimes.com/2013/06/20/business/in-head-hunting-big-data-may-not-be-such-a-big-deal.html?pagewanted=1%20_r=0. Zugegriffen am 21.06.2013.

  • De Cremer, D. (2002). Respect and cooperation in social dilemmas: The importance of feeling included. Personality and Social Psychology Bulletin, 28, 1335–1341.

    Article  Google Scholar 

  • Decker, C., & Van Quaquebeke, N. (2014). Getting respect from a boss you respect: How different types of respect interact to explain subordinates’ job satisfaction as mediated by self-determination. Journal of Business Ethics (Online First).

    Google Scholar 

  • Fuller, J. B., Hester, K., Barnett, T., Beu, D., & Relyea, C. (2009). Extending the group engagement model: An examination of the interactive effects of prestige, respect, and employee role identity. Journal of Managerial Issues, XXI(1), 119–139.

    Google Scholar 

  • Goffee, R., & Jones, G. (2006). Why should anybody be led by you? What it takes to be an authentic leader. Boston: Harvard Business School Press.

    Google Scholar 

  • Grover, S. L. (2013). Unraveling respect in organization studies. Human Relations, 67, 27–51.

    Article  Google Scholar 

  • Honneth, A. (1992). Kampf um Anerkennung: Zur moralischen Grammatik sozialer Konflikte. Frankfurt: Suhrkamp.

    Google Scholar 

  • Karregat, S., & Steensma, H. (2005). Social justice, psychological withdrawal and absenteeism. Gedrag en Organisatie, 18, 139–155.

    Google Scholar 

  • Kelley, T. (2001). The art of innovation: Lessons in creativity from IDEO, America’s leading design firm. New York: Random House.

    Google Scholar 

  • Lienhart, A. (2011). Respekt im Job. Strategien für eine andere Unternehmenskultur. München: Kösel-Verlag.

    Google Scholar 

  • Meier, L. L., Semmer, N. K., & Hupfeld, J. (2009). The impact of unfair treatment on depressive mood: The moderating role of self-esteem level and self-esteem instability. Personality and Social Psychology Bulletin, 35, 643–655.

    Article  PubMed  Google Scholar 

  • Paglaoria, S., Ellemers, N., & Barreto, M. (2011). Sharing moral values: Anticipated ingroup respect as a determinant of adherence to morality-based (but not competence-based) group norms. Personality and Social Psychology Bulletin, 37, 1117–1129.

    Article  Google Scholar 

  • Rafferty, A. E., Restubog, S. L. D., & Jimmieson, N. L. (2010). Losing sleep: Examining the cascading effects of supervisors’ experience of injustice on subordinates’ psychological health. Work & Stress, 24, 36–55.

    Article  Google Scholar 

  • Schein, E. H. (2013). Humble inquiry. The gentle art of asking instead of telling. San Francisco: Berrett-Koehler Publishers.

    Google Scholar 

  • Semmer, N. K., Jacobshagen, N., Meier, L. L., & Elfering, A. (2007). Occupational stress research: The „Stress-as-Offense-to-Self“ perspective. In J. Houdmont & S. McIntyre (Hrsg.), Occupational health psychology: European perspectives on research, education and practice (Bd. 2, S. 43–60). Castelo da Maia: ISMAI Publishers.

    Google Scholar 

  • Sennett, R. (2003). Respekt im Zeitalter der Ungleichheit. New York: W.W. Norton.

    Google Scholar 

  • Spencer, S., & Rupp, D. E. (2009). Angry, guilty, and conflicted: Injustice toward coworkers heightens emotional labor through cognitive and emotional mechanisms. Journal of Applied Psychology, 94, 429–444.

    Article  PubMed  Google Scholar 

  • Stürmer, S., Simon, B., & Loewy, M. I. (2008). Intraorganizational respect and organizational participation: The mediating role of collective identity. Group Processes and Intergroup Relations, 11, 5–20.

    Article  Google Scholar 

  • Unternehmensberatung mit Fokus auf respektvolle und respektierte Führung. www.respicere.de

  • van Gils, S. (2012). Morality in interactions. On the display of moral behavior by leaders and employees. Rotterdam: Erasmus Research Institute of Management.

    Google Scholar 

  • Van Quaquebeke, N. (2008). Respect & leadership: A psychological perspective. Berlin: WVB.

    Google Scholar 

  • Van Quaquebeke, N., & Brodbeck, F. C. (2008). Entwicklung und erste Validierung zweier Instrumente zur Erfassung von Führungskräfte-Kategorisierung im deutschsprachigen Raum. Zeitschrift für Arbeits-und Organisationspsychologie, 52(2), 70–80.

    Article  Google Scholar 

  • Van Quaquebeke, N., & Eckloff, T. (2010). Defining respectful leadership: What it is, how it can be measured, and another glimpse at what it is related to. Journal of Business Ethics, 91, 343–358.

    Article  Google Scholar 

  • Van Quaquebeke, N., & Eckloff, T. (2013). Why follow? The interplay of leader categorization, identification, and feeling respected. Group Processes and Intergroup Relations, 16, 68–86.

    Article  Google Scholar 

  • Van Quaquebeke, N., Henrich, D. C., & Eckloff, T. (2007). „It’s not tolerance I’m asking for, it’s respect!“ A conceptual framework to differentiate between tolerance, acceptance and (two types of) respect. Gruppendynamik und Organisationsberatung, 38, 185–200.

    Article  Google Scholar 

  • Van Quaquebeke, N., Zenker, S., & Eckloff, T. (2009). Find out how much it means to me! The importance of interpersonal respect in work values compared to perceived organizational practices. Journal of Business Ethics, 89, 423–431.

    Article  Google Scholar 

  • Van Quaquebeke, N., van Knippenberg, D., & Brodbeck, F. C. (2011a). More than meets the eye: The role of subordinates’ self-perceptions in leader categorization processes. The Leadership Quarterly, 22, 367–382.

    Article  Google Scholar 

  • Van Quaquebeke, N., van Knippenberg, D., & Eckloff, T. (2011b). Individual differences in the leader categorization to openness to influence relationship: The role of followers’ self-perception and social comparison orientation. Group Processes and Intergroup Relations, 14, 605–622.

    Article  Google Scholar 

  • van Vegchel, N., de Jonge, J., Bakker, A. B., & Schaufeli, W. B. (2002). Testing global and specific indicators of reward in the effort-reward imbalance model: Does it make any difference? European Journal of Work and Organizational Psychology, 11, 403–421.

    Article  Google Scholar 

  • Wombacher, J., & Felfe, J. (2012). United we are strong: An investigation into sense of community among Navy crews. Armed Forces and Society, 38, 557–581.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. RespectResearchGroup, Universität Hamburg, Rothenbaumchaussee. 34, 20148, Hamburg, Deutschland

    Catharina Decker

  2. Kühne Logistics University, Grosser Grasbrook. 17, 20457, Hamburg, Deutschland

    Catharina Decker & Niels Van Quaquebeke

Authors
  1. Catharina Decker
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Niels Van Quaquebeke
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Catharina Decker .

Editor information

Editors and Affiliations

  1. Universität der Bundeswehr, Helmut-Schmidt-Universität, Hamburg, Germany

    Jörg Felfe

  2. Goethe Universität Frankfurt, Frankfurt, Hessen, Germany

    Rolf van Dick

Rights and permissions

Reprints and permissions

Copyright information

© 2016 Springer-Verlag Berlin Heidelberg

About this chapter

Cite this chapter

Decker, C., Van Quaquebeke, N. (2016). Respektvolle Führung fördern und entwickeln. In: Felfe, J., van Dick, R. (eds) Handbuch Mitarbeiterführung. Springer Reference Psychologie . Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-55080-5_4

Download citation

  • DOI: https://doi.org/10.1007/978-3-642-55080-5_4

  • Published:

  • Publisher Name: Springer, Berlin, Heidelberg

  • Print ISBN: 978-3-642-55079-9

  • Online ISBN: 978-3-642-55080-5

  • eBook Packages: Psychology (German Language)

Publish with us

Policies and ethics

Search

Navigation