Leadership success

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The term leadership success describes the realization of leadership goals through direct or indirect behavioral influencing of employees by superiors ( leadership ). The success of management is not only a function of the use of management tools, but also of the personalities of the supervisor and the employee or of the given management situation.

meaning

The success of leadership is not easy to measure because the proportion of the use of management tools is difficult to separate from the other influencing variables. If the superior does not achieve the desired success in his management activities, one can speak of a management failure, which occurs quite often in management practice because leadership is not simply transparent and easy to master

The question of the effectiveness of leadership is one of the central questions in connection with the phenomenon of leadership. For understandable reasons, leadership success is the focus of possible leadership effects. Both the theory and the practice is also interested in information about how successful leadership of unsuccessful leadership is different. Both the manager and the person being led are affected by the consequences of leadership. The question of leadership success goes far beyond the perspective of a leadership relationship between supervisor and employee. In many definitions of leadership, it is implicitly and explicitly assumed that leadership is a targeted effecting of results. The end product of leadership - namely "success" - has received comparatively little theoretical and empirical attention. It is time for leadership research to move from overemphasis on leadership style to leadership.

Differentiation from other types of success

The general view of success is to be seen with a view to the manager, to the person led, to the group and to the entire company . If the management's contribution to the company's success is analyzed, then it is, for example, about the fulfillment of the entire turnover, cost and profit targets of an organization . In addition, a distinction can be made between objective goals , such as productivity and profitability, and behavioral goals, such as customer or employee orientation. The achievement of goals is usually operationalized and measured using key performance indicators, for example in a balanced scorecard .

In the context of employee management, management success must by no means be equated with the personal success of the person being led, which is reflected in position, salary, status or decision-making powers. A consideration of the leadership success always has to include the side of the led, because the effects of leadership show in the performance (achievement success), behavior (behavioral success) and in the attitudes (satisfaction success) of the led one. The led strives more or less for a personal success than the positive result of the employee's activities with regard to the fulfillment of his or her employee goals, which in no way have to coincide with the managerial goals of the superior, because employees sometimes pursue self-interests, which can be associated with stubborn or unauthorized behavior

Individual evidence

  1. ^ HJ Drumm: Personalwirtschaft. 6th edition. Berlin / Heidelberg 2008, p. 419.
  2. ^ J. Hentze, A. Graf, A. Kammel, K. Lindert: Personalführunglehre. 4th edition. Bern u. a. 2005, p. 42.
  3. ^ O. Neuberger: Lead and let lead. 6th edition. Stuttgart 2002, p. 670.
  4. ↑ J. Weibler: Personnel management. Munich 2012, p. 65.
  5. ↑ J. Weibler: Personnel management. Munich 2001, p. 83.
  6. ^ O. Neuberger: Lead and let lead. 6th edition. Stuttgart 2002, p. 434.
  7. ↑ J. Weibler: Personnel management. Munich 2001, p. 87.
  8. ^ O. Neuberger: Leadership behavior and leadership success. Berlin 1976, p. 15 f.
  9. ^ O. Neuberger: Micropolitical approaches of personnel management. In: E. Gaugler, WA Oechsler, W. Weber (Hrsg.): Handwortbuch des Personalwesens. 3. Edition. Stuttgart 2004, column 1197.

swell

  • J.-U. Martens, J. Kuhl: The Art of Self-Motivation. 6th edition. Verlag W. Kohlhammer, Stuttgart 2020, ISBN 978-3-17-036543-8 , p. 29.
  • RS Kaplan, DP Norton: The Balanced Scorecard. Harvard Business School Press, Boston 1996, ISBN 0-87584-651-3 , p. 43 ff.
  • W. Pelz: Competent leadership. 2nd Edition. Gabler, Wiesbaden 2004, ISBN 3-409-12556-6 , p. 23 f.
  • HJ Rahn: Compact personnel management. Oldenbourg, Munich 2008, ISBN 978-3-486-58506-3 , p. 141.
  • L. v. Rosenstiel: Basics of leadership. In: L. v. Rosenstiel, E. Regnet, ME Domsch: Management of employees. 4th, revised. and exp. Edition. Schäffer-Poeschel Verlag, Stuttgart 1999, ISBN 3-7910-1340-8 , p. 4.
  • G. Yukl, R. Lepsinger: Flexible Leadership. Jossey-Bass, San Francisco 2004, ISBN 0-7879-6531-6 , p. 14 f.