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Führung und Feedback: zwischen Reflexion und Retention — Überlegungen zur Konzeption von Führungsgesprächen

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  • Stefan Klaußner

    (Europa-Universität Viadrina)

Abstract

Zusammenfassung Instrumente des Führungsfeedbacks verfehlen aus Sicht der Beteiligten oftmals ihr Ziel der Verbesserung der Führungsbeziehung. Entgegen bislang zumeist auf das Individuum zentrierter Ansätze, schlägt dieser Artikel eine interaktionsbezogene Erklärung vor. Das Führungsgespräch wird darin mit seiner Zielsetzung der Reflexion alltäglichen Führungsgeschehens als besondere Form der Interaktion abgegrenzt. In Bezug auf problematische Führungsbeziehungen wird die Gefahr analysiert, dass Führungsgespräche als bloße Fortsetzung des Führungsalltags missverstanden werden und damit die bestehenden Beziehungsmuster nur bestätigen (können). Praktische Implikationen werden an diese interaktionstheoretischen Überlegungen anknüpfend diskutiert.

Suggested Citation

  • Stefan Klaußner, 2013. "Führung und Feedback: zwischen Reflexion und Retention — Überlegungen zur Konzeption von Führungsgesprächen," Schmalenbach Journal of Business Research, Springer, vol. 65(2), pages 191-212, March.
    • Handle: RePEc:spr:sjobre:v:65:y:2013:i:2:d:10.1007_bf03372879
    DOI: 10.1007/BF03372879
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    References listed on IDEAS

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    More about this item

    Keywords

    M12; M19;

    JEL classification:

    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M19 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Other

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