Führung. Methoden, Modelle und Theorien (A-Z)


10 Denkschulen Mintzberg

12 Prinzipien des Netzwerkökonomie Kelly

2-Faktoren-Theorie Herzberg

7 Überraschungen Porter

7 Wege zur Effektivität Covey

7 Zeichen ethischer Einsturz Jennings

Appreciative Inquiry-Methode Cooperrider

Attribute von exzellentes Unternehmen Peters

Attributionstheorie Heider

Bedürfnispyramide Maslow

Beyond Budgeting-Modell Fraser

Charismatische Führung Weber

Dienende Führung Greenleaf

Dimensionen der relationalen Arbeit Butler

Dimensionen der Veränderung Pettigrew Whipp

Einrahmen Tversky

Emotionale Intelligenz Goleman

Engpasstheorie Goldratt

Entwicklung von Fertigkeiten (Coaching)

EPIC ADVISERS-Konzept Banhegyi

Ergebnisorientierte Führung Ulrich

ERG-Theorie Alderfer

Erwartungstheorie (VIE-Theorie) Vroom

Fremdfinanzierte Übernahme

Führungskontinuum Tannenbaum

Führungsstile Goleman

Führungsstile House

Fünf Disziplinen Senge

Gruppendenken Janis

Hagberg Modell der persönlichen Macht

Hebel der Kontrolle Simons

Instrumentelle Ansatz des Stakeholder-Managements

Intrinsische Stakeholder-Perspektive

Kerngruppen-Theorie Art Kleiner

Konkurrierende Werte Rahmenwerk Quinn

Kontingenztheorie Vroom

Kraftfeldanalyse Lewin


Kulturdimensionen Hofstede

Kulturebenen Schein

Kulturelle Intelligenz Early

Level-5-Führung Collins

Leadership Nachfolgeplanung Drotter


Management durch Zielvereinbarung Drucker


Moralischer Zweck Mourkogiannis

Muttergesellschaftstile Goold Campbell

Muttergesellschaftvorteile Goold Campbell

Normativen Ansatz des Stakeholder-Managements

OODA-Kreis Boyd

Organigramm (Organisationsplan)

Organisatorische Konfigurationen Mintzberg

PAEI Managementrollen


POSDCORB Functionen des Managements Gulick

Positive Abweichung Pascale Sternin

RACI-Methode (RASCI)

Resultatsorientiertes Management

SECI Modell Nonaka Takeuchi

Sieben Wege zur Effektivität Covey

Sieben Zeichen ethischer Einsturz Jennings

Sieben Überraschungen Porter

Situatives Führen Hersey Blanchard

SMART-Methode Drucker

Soziale Intelligenz

Sozialen Machtbasen French Raven

Spiral Dynamics-Modell Graves

Stakeholder Value Perspektive

Strategische Absicht Hamel Prahalad

Strategisches Stakeholder-Management

Theorie der Bedürfnisse McClelland

Theorie der Mechanistischen und Organischen Systemen Burns

Theorie des geplanten Verhaltens Ajzen Fishbein

Theorie X und Y McGregor

Fügen Sie eine Methode/Modell hinzu

Theorie Z Ouchi


Übernahme durch eigenes Management (Management-Buy-out)

Veränderungsansätze Kotter

Veränderungsgleichung Beckhard

Veränderungsmanagement Eisberg

Veränderungsphasen Kotter

Veränderungsverhalten Ajzen

Veränderung von Organisationskulturen Trice Beyer

Vergessen Leihen Lernen Govindarajan Trimble

Verhaltensgitter Blake Mouton

Wachstumsphasen Greiner

Weg-Ziel Theorie House

Wertdisziplinen Treacy Wiersema

Wertorientierte Steuerung McTaggart

Wertorientierte Unternehmensführung

Whole Brain Modell Herrmann

Zentralisierung und Dezentralisierung

Zehn Denkschulen Mintzberg


  Führung und Eigentümerschaft
Unsere Forschung (mein Co-Forscher R. Chandrashekar und ich selbst) zeigt, dass „Führung ohne Eigentümerschaft“ nicht existiert. Wir pflegten darüber zu debattieren, ob „Führung ein Mythos ist oder nicht“. Mythos erzeugt falsche Hoffnungen und Hoffnu...
  Die unvollkommene Führungskraft
In der Harvard Business Review (Februar 2007) habe ich in einem Artikel von Deborah Ancona einen neuen Blickwinkel zum Thema Führungmethoden gefunden. Sie argumentiert, dass kein menschliches Wesen vollkommen ist und somit auch keine Führungskraft vo...
  Leading Diversity
Hi everyone, I am a PhD student in Management (Diversity) and at the early stage of my research. I will be looking at one of South Africa's post Apartheid transformation program, BBBEE, whose overall aim is to give opportunity to the previously disad...
  Leadership Impact
There are an unlimited number of leadership conversations on every Leadership platform. There are few asking the question of leaders, "What do they believe their IMPACT is on their organization; its people; its customer/clients; its systems; the pres...
  Can a Sports Team Leader Become a Business Leader?
In a world where, everyday, there are constant calls for more effective leaders, better leadership or even leadership, one cannot help but lament on the fact that we have so many great sports team leaders and captains, then why can't they be as good ...
  Leadership is a Lifestyle and not Just a Work-style...
Far too often I find myself hitting a brick wall when I meet people that believe that you can put on Harry Potters magic cloak when you come into the office and suddenly become a leader.
Leadership begins at home and grows into the workplace....
  Leadership Styles in Schools
What leadership styles are required to be exhibited by educational leaders such as deans, heads of schools and principals of high schools?...
  Leadership Perceptions and Competency
In addition to leadership perception we also need to look closely at available leadership competency. The available depth and breath of executive competency will determine the height of the 'barrier of complexity' that needs to be routinely scaled by...
  Identifying Leadership Competencies
Do you have any organisation which trains assistant managers / managers / senior managers / assistant vice presidents on some identified leadership competencies. If yes, how is it that you are doing it and what competencies are you training them on. ...
  Multifaceted Leadership
Why should organisations prefer multifaceted leaders than those who are not?...

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  10 Differences Between a Boss and a Leader
I would like to start this article with a simple quote: "Every Leader is a Boss, but Every Boss is not a Leader"
To build our understanding of this topic, let's focus on some typical DIFFERENCES between the two categories mentioned:
  Leadership and Trust: the Trustworthy Leader
A thought worth sharing with you all: Amy Lyman, author of ‘ 
  HOW Does a Leader Create (true) Followers?
What is exactly is the quality of leaders to have followers? I want to have insight how do leaders create true followers?...
  A Leader is Someone Who Has Followers...
A key issue that is sometimes overlooked is that a leader is a leader when, and only when (s)he has followers. These followers will follow the leader if:
1. The followers think that the leader wants there well-being (compare  
  Effective versus Strong Leadership
At the heart of every successful organisation or group is the driving force of effective leadership. "Everything rises and falls on leadership" (Maxwell, The 21 Indispensable Qualities of a Leader, 1993). Weak leadership can wreck the sound...
  Machiavellian Management Style
While I was reading a book on Machiavellianism with unusual interest, my 13-year old daughter asked what is this all about. Usually I like such questions and I encourage them to ask such questions. My son also joined his sister...
To maintain th...
  So Many Leadership Theories...
There are so many theories of leadership from Trait to Servant Leadership theory... Leadership varies according to the context, but what is in general the most prevalent leadership theory today?...
  Leadership Definitions
Leadership has been described as "The process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task."
Definitions more inclusive of followers have also emerged:
Alan Keith...
  Why Should one be a Leader?
After studying some of the threads I somewhat miss the discussion "Why are we leaders?" Ownership leaders are of course obvious. Is it the role as manager or is it the own personal development that is the driving factor for entering the leader...
  Attributes of a Personal / Executive Assistant
I'm interested to learn from members that serve on either executive committees or boards of global companies: what are the common attributes you look for when planning to employ a Personal Assistant? (not a secretary).
Which 3 are a must ...
  What is the Optimal Span of Control?
Many management writers seem to agree that the optimum span of management is 4 to 8 surbordinates. Can we agree on this?...
  Leadership Laws Through all Times
Hi everyone, does anybody here know irrefutable laws of leadership? Please share them......
  You can Lead Without the Title
Well, the subject title is not exactly mine, but from Robin Sharma, who is a well know leadership person.
What I like about this subject is that to achieve anything in life one has to perform like a leader. The title should not matter to perform...
  Are Leaders Born or Made?
Related Learning
  Attributes of Leaders | Leadership Attributes
I'd like to give some basic attributes on leadership that run on all fields of corporates. In my view, attributes of high quality leadership are:
A. Forming and inspiring a shared vision
inspiring people to achieve more
B. Open ...
  New Management Position? Avoid Quick Win Traps
Of course, realizing quick wins is important when you're in a new management job. By doing so you reassure your boss that he made the right promotion / hiring decision, you convince your employees that they can have confidence in you, and you show to...
  Unlearning and Leadership
Unlearning is more important than learning for modern leaders. Leaders can have no appreciation of understanding the situations of the 21st century without full control on unlearning. Unlearning has to be made integral part of decision maki...
  Management and Leadership
Warren Bennis, the leadership guru has differentiated leadership from management with two simple acronyms:
1. The management acronym POEM means: ‘Plan, Organise, Execute and Monitor and Measure’. This is quite different from
  Leadership And Ownership
Our research (my co-researcher R. Chandrashekar and myself) shows that Leadership without Ownership does not exist.
We used to debate as to whether "Leadership is a myth or not". Myth generates false hopes and hope is HOPE, whether false ...
  Leadership is context specific
Leadership is context specific. There is no such thing as 'global leadership'. Experience of leaders in different fields has proven this. It is about clarity of purpose in a given context (business, organization building) and achieving the goal, full...
  The Glass Ceiling: Leadership Barriers for Women
According to a study by catalyst.org, gender stereotyping is one of the key barriers to women’s advancement in corporate leadership. It leaves women with limited, conflicting, and often unfavorable options no matter how they choose to l...
  The Incomplete Leader
I noticed a new perspective on leadership methods in HBR Feb 07 by Deborah Ancona c.s. She argues no human being is perfect and no leader can be perfect. So maybe its for the best to stop trying to be a perfect leader. Leaders should find others w...

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