Effektive Führung heterogener Teams
Tóm tắt
Dieser Beitrag der Zeitschrift „Gruppe. Organisation. Interaktion. (GIO)“ analysiert aus theoretischer und empirischer Sicht die Ergebnisse der internationalen Forschung zur Rolle von Führung in heterogen zusammengesetzten Teams. Praktiker/-innen erhoffen sich von einer solchen „Diversity“ zumeist positive Auswirkungen auf die Teamleistung, während die Forschung neben positiven Effekten auch negative Wirkungen nachweisen kann. Die Realisierung positiver Diversity-Effekte scheint dabei hauptsächlich von den jeweiligen Rahmenbedingungen abhängig zu sein, wobei insbesondere Führungskräften in Teams eine zentrale Rolle zugeschrieben wird. Unsere Analyse zeigt, dass die etablierten Führungsstile (transformationale Führung und beziehungsorientierte Führungsstile) zwar grundsätzlich zum Erfolg heterogener Teams beitragen können, allerdings dann besonders effektiv sind, wenn die Führungskräfte die einzelnen Teammitglieder zusätzlich als Individuen wahrnehmen und ihren Führungsstil speziell auf das jeweils kritische Diversity-Merkmal abstimmen. Diese Befunde bilden die Grundlage für Praxis-Empfehlungen zur Führung heterogener Teams und liefern Hinweise darauf, wie diversitybezogene Führungskompetenzen in Unternehmen gezielt gefördert werden können.
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