International Journal of Management Reviews

Quelle: Wikipedia

Eine Meldung in eigener Sache, über die wir uns sehr freuen:

Das International Journal of Management Reviews (IJMR) hat einen Beitrag von Sigrid Endres und Jürgen Weibler angenommen. Das IJMR zählt weltweit zu den Top 10 des Faches ( Platz 5 von 120 Zeitschriften in der Kategorie „Business“ und Platz 7 von 192 in der Kategorie „Management“).

In dem Beitrag geht es um eine Analyse und Fortführung der Entwicklung eines aktuellen Streams in der Führungsforschung. Dieser Stream baut auf der Grundüberlegung auf, dass Führung von anderen zugeschrieben werden muss und dass sich diese Zuschreibung durch fortlaufende Interaktionen (Gespräche, Projekte, gemeinsam Erfahrungen zwischen Vorgesetzten und Mitarbeitern) in Qualität und Intensität vor und in einem jeweils spezifischen Kontext verändert. Daraus folgt, dass Führung ein dynamischer Prozess und kein statischer Zustand ist. Anders formuliert: Was gewonnen ist, kann schnell verloren sein und eine missliche Lage muss nicht so bleiben.

Sigrid Endres; Jürgen Weibler: Towards a Three-Component Model of Relational Social Constructionist Leadership (RSCL): A Systematic Review and Critical Interpretive Synthesis, in International Journal of Management Reviews, 2016, DOI: 10.1111/ijmr.12095

Given the increasingly acknowledged insight that people do not act as self-contained individuals but in relation to others and embedded in context, relational social constructionist

leadership (RSCL) has recently gained exciting momentum. Unfortunately, this development has not been accompanied by sufficient efforts at clarification. This systematic concept-centric review, which consists of 47 empirical RSCL studies, contributes to a better understanding of RSCL as part of the relationality movement in leadership. The results help to clear up some misunderstandings on relational leadership and suggest a more analytical and critical treatment of RSCL approaches to advance the development of RSCL. As a major contribution for dealing appropriately with RSCL, the authors propose a three-component RSCL model, composed of: (1) social construction (i.e. processes of intersubjectively creating social realities through ongoing interpretation and interaction), representing the leadership mechanism, (2) high-quality relating and communicating (i.e. all the visible and invisible threads that connect people) representing the leadership content; and (3) influence (emerging

at the interpersonal interaction level or the collective level), representing the leadership manifestation. This model permits: first, clearer boundaries to be drawn between RSCL and other relational leadership forms and general relationship forms; second, power and influence in RSCL to be addressed adequately; and third, potential ‘dark sides of RSCL’ to be considered in full. The authors believe that this model may help to reduce the risk of diluting the distinctiveness of RSCL, and to balance potential tendencies towards developing overly idealistic or implicit ideological leadership approaches within the promising field of RSCL.