Complementary leadership

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Complementary leadership is a theoretical approach to leadership and leadership research . The theory addresses personnel management in organizations. Among other things, it integrates theoretical elements of shared leadership , leadership as a service and task-related leadership models. The subject is in particular the interaction of different actors in the management process.

term

The concept of complementary leadership (complementary = mutually complementary) is derived from the three elements of the core model, each of which describes the complementary interaction of different factors in the leadership process.

As a free word creation, the term complementary leadership is used again and again in other contexts to describe complementary leadership issues, e.g. B. the short-term versus long-term orientation of management work or leadership (= personal leadership) versus management (= structural leadership). Bradt and Miles / Watkins use the term for the use of complementary strengths and expertise of team members.

Theory elements and leadership theory approaches

  1. Complementary management functions: Personnel management in organizations is understood as a service, which at the same time includes a support function and a regulatory function. The theoretical approach to leadership is servant leadership or the idea of leadership as a service .
  2. Complementary management tasks: Based on the premise that organizational personnel management can best be defined and shaped through their tasks, two dozen tasks are described which together form the totality of personnel management tasks. This approach is in the tradition of other management task models.
  3. Complementary management actors: According to the model, the management tasks are not the sole responsibility of the manager, but various parties participate in the management process: employees, colleagues, senior managers and HR managers. The division of tasks can be static and / or follow a compensatory-situational dynamic. Theoretical starting point here are the management approach of shared management and the exception principle ( management by exception ). According to the complementary leadership theory, the primacy of self-leadership applies. It is only in the event of deficits in self-management that it is the manager's responsibility to intervene to compensate. If the manager does not do this, the senior manager and / or the HR manager compensate.
  4. Implementation elements: While the first three elements form the theoretical core of the Complementary Leadership Theory, four other elements serve its practical implementation. One of these are the so-called management routines (= management activities). Since the management tasks (see above) are only to be understood as general tasks, they must be implemented in concrete activities such as discussions, meetings or annual reviews - these are the routines. The management instruments (= formalized aids) as a second implementation element are to be distinguished from this. Other implementation elements are management resources (management skills, working hours, information, management feedback) and management structure (the structure of the organizational units involved in personnel management).

Individual evidence

  1. ↑ Kaehler, Boris (2020): A tried and tested model of personnel management in organizations; 3. A. Springer Gabler
  2. ↑ Kaehler, Boris (2020): A tried and tested model of personnel management in organizations; 3. A. Springer Gabler; P. 177ff.
  3. ^ Bradt, George (2012): Lessons In Complementary Leadership From Disney And Coca-Cola; http://www.forbes.com/sites/georgebradt/2012/05/30/lessons-in-complementary-leadership-from-disney-and-coca-cola/
  4. ↑ Miles, Stephen A./Watkins, Michael D. (2007): The Leadership Team - Complementary Strengths or Conflicting Agendas ?; Harvard Business Review April 2007; Pp. 90-98.
  5. ↑ Kaehler, Boris (2020): A tried and tested model of personnel management in organizations; 3. A. Springer Gabler; P. 183ff.
  6. ↑ Kaehler, Boris (2020): A tried and tested model of personnel management in organizations; 3. A. Springer Gabler; P. 188ff.
  7. ↑ Kaehler, Boris (2020): A tried and tested model of personnel management in organizations; 3. A. Springer Gabler; P. 191ff.
  8. ↑ Kaehler, Boris (2020): A tried and tested model of personnel management in organizations; 3. A. Springer Gabler; P. 209ff.

literature

  • Kaehler, Boris (2013): Task-oriented and complementary leadership: Basics of an integrative model, Zeitschrift Personalführung 7/2013; Pp. 30-37.
  • Kaehler, Boris (2014): Complementary Leadership: Effective Employee Leadership;
  • Kaehler, Boris (2019): Leadership as a Profession: Making Others Successful; 1st edition Tredition 2019.
  • Kaehler, Boris (2020): Complementary leadership: a tried and tested model of personnel management in organizations; 3. Edition; Wiesbaden: Springer Gabler ( table of contents / summary on the ResearchGate science portal ).

Web links

  • [1] - Information website on complementary leadership theory