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Führungstechnik und -strategien

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Führungstechnik und -strategien

  1. 1. Führung FH Bfi 2013 Masterlehrgang Martin Giesswein www.theSociety.at
  2. 2. Übung 2006-2007 Deutschland • Ziel: Umsatz x3: 2H07: 90mio EUR – Integration Intellisync (Köln) – Techniker: Experten ohne Perspektive – Eskalationen an Mikko Stout – Recruiting 2 Vertriebler/in, ein/e Controller/in – Motivation – Problemfall Marketingmitarbeiter
  3. 3. Führung „nach vorne“ und Followship
  4. 4. Mastery statt Führungskarriere
  5. 5. Nokia-Elop: Shortcut durch die Hierachieebenen
  6. 6. Spannungsverhältnis Führung
  7. 7. Learnings der Gruppe
  8. 8. Führungsstile • http://www.mindcompanion.at/faq-vroomyetton-entscheidungsmodell
  9. 9. Führungsstile • Victor Vroom & Phillip Yetton (1973) haben sich dieser Führungsstil-Frage aus entscheidungstheoretischer Sicht genähert und eine Entscheidungslogik entwickelt, mit deren Hilfe Vorgesetzte die gegebene Führungssituation strukturieren und auf dieser Basis den erfolgversprechenden Führungsstil bestimmen können.
  10. 10. Entscheidungsbaum
  11. 11. Merkmale der Entscheidungssituation • Qualitätsanforderungen Gibt es eine Qualitätsanforderung, ist vermutlich eine Lösungsalternative besser als eine andere? • Informationsstand der/s Vorgesetzten Hat die/der Vorgesetzte genügend Informationen, um eine qualitativ hochwertige Entscheidung allein treffen zu können? • Strukturiertheit des Problems Ist das Problem strukturiert? Hat es sich bereits auf die Auswahl aus vorhandenen Alternativen reduziert?
  12. 12. Merkmale der Entscheidungssituation • Handlungsspielraum der Mitarbeiter/innen Ist die erfolgreiche Umsetzung der Entscheidung von der Akzeptanz der Entscheidung durch die Mitarbeiter abhängig? • Einstellung der Mitarbeiter/innen zu autoritärer Führung Würde eine autokratische Entscheidung seitens des / der Vorgesetzten von den Mitarbeitern akzeptiert werden? • Akzeptanz der Organisationsziele durch die Mitarbeiter/innen Teilen die Mitarbeiter die Unternehmensziele, die durch die Problemlösung erreicht werden sollen? • Gruppenkonformität Wird die gewählt Lösungsalternative vermutlich zu Konflikten unter den Mitarbeitern führen?
  13. 13. Führungs- bzw. Entscheidungsstile • Autokratisch AI (Alleinentscheidung) Die Führungskraft löst und entscheidet das Problem auf Grundlage ihrer aktuell verfügbaren Informationen selbst. • Autokratisch AII (Einholen fehlender Informationen) Die Führungskraft holt die ihr zur effizienten Entscheidung notwendigen Informationen jeweils bei einzelnen Mitarbeitern ein und entscheidet daraufhin allein. • Konsultativ BI (Beratung mit Einzelnen) Die/Der Führende bespricht das Problem jeweils mit einzelnen, relevanten Mitarbeitern und nicht als Gruppe, um Ideen und Vorschläge einzuholen, entscheidet dann aber allein. • Konsultativ BII (Beratung mit der Gruppe) Die/Der Vorgesetzte diskutiert das Problem mit ihren/seinen Mitarbeiter/innen in einer Gruppenbesprechung und entscheidet dann alleine, wobei die Ideen und Vorschläge der Besprechung nicht zwingend in der Lösung der/s Vorgesetzten eingehen müssen. • Demokratisch GII (Gruppenentscheidung) Die Führungskraft erörtert das Problem mit ihren Mitarbeitern als Gruppe. Sie ist dabei in der Rolle eines koordinierenden Vorsitzenden, der die restlichen Gruppenmitglieder nicht in ihrer Entscheidungsfindung beeinflusst.
  14. 14. Der Weg zur Entscheidungsstrategie • Um jeder Situation effiziente Führungsstile zuzuordnen, haben Vroom & Yetton7 Entscheidungsregeln entwickelt, die ineffiziente Führungsalternativen eliminieren. Die ersten 3 Regeln sichern die Entscheidungsqualität; die restlichen 4 Regeln schließen Führungsstile aus, die der nötigen Akzeptanz der Entscheidung nicht genügen:
  15. 15. Der Weg zur Entscheidungsstrategie • Informationsregel Wenn die Entscheidungsqualität hoch sein soll, die/der Vorgesetzte nicht über ausreichende Informationen oder Fachwissen verfügt, scheidet AI aus. • Ziel-Übereinstimmungsregel Wenn die Entscheidungsqualität hoch sein soll, die Mitarbeiter/innen die Ziele der Organisation im Bezug auf die Problemlösung nicht teilen, ist GII auszuschließen. • Regel für unstrukturierte Probleme Wenn die Entscheidungsqualität hoch sein soll, die/der Führende nicht über genügend Informationen verfügt und das zu lösende Problem unstrukturiert ist, dann scheiden AI, AII und BI aus.
  16. 16. Der Weg zur Entscheidungsstrategie • Akzeptanzregel Die Akzeptanz der Entscheidung durch die Mitarbeiter/innen ist wichtig und bei autoritärer Entscheidung nicht genügend sicher gestellt: AI und AII scheiden aus. • Konfliktregel Die Akzeptanz der Entscheidung durch die Mitarbeiter/innen ist wichtig und bei autoritärer Entscheidung nicht genügend sicher gestellt; zudem sind die Mitarbeiter/innen über die beste Lösung uneins: AI, AII und BI scheiden aus. • Fairness-Regel Wenn die Entscheidungsqualität unwichtig, deren Akzeptanz allerdings wichtig und bei autokratischer Entscheidungsweise nicht genügend sichergestellt ist, dann scheiden AI, AII, BI und BII aus.
  17. 17. Der Weg zur Entscheidungsstrategie • Partizipationsmaximierung zur Entwicklung des Teamgeistes grundsätzlich den der zulässigen Entscheidungsstil auswählen, der am meisten Entscheidungspartizipation bietet. • Aufwands-Minimierung grundsätzlich den Stil auswählen, der am wenigsten zeitaufwendig ist, d.h. immer den autoritärsten der zulässigen Stile.
  18. 18. Techniken der Führung • • • • • • • Feedback Training Ratgeben Mentoring Manipulation Psychotherapie Coaching
  19. 19. With kind permission of http://www.rosannacella.com/ 21
  20. 20. Map is not the territory: what does it mean?! Reality Sensorial filters Cultural filters Filters connected to our personal story Our map of the “world” = Territory Many people do confuse maps with territories, i.e. confuse own models of reality with reality itself. To become a more powerful observer, which is the “passport” to be an effective communicator, it is important to start from the understanding of 22 this “concept”
  21. 21. Skills for effective coaching Certain skills and attitudes are essential for effective coaching > Establishing an effective relationship > Being a high quality listener > Explore content and emotions > Asking effective questions > Use a “model” (if it helps) 23
  22. 22. Establishing an effective relationship Emotions Beliefs Facts Increasing trust Increasing perceived risk Rapport Rituals 24
  23. 23. Being a high quality listener I hear some “noise”….  That word or phrase has triggered you other thoughts  When can I interrupt as I have something to comment or to ask ?!  I am listening and this to me means “x + y + z”  I am listening and I want to understand what he/she really means by that  25
  24. 24. Coaching models Whatever the model: 1) Understand the situation 2) Ask for “ideal situation” 3) Identify gaps 4) Agree action(s)
  25. 25. G.A.I.N.S. Coaching Model In Nokia the G.A.I.N.S. Coaching Model is (?) sometimes the model used to support an effective coaching conversation Goals Goals: What are you trying to achieve? Assessment: Where are you now? Support Assessment Ideas: What are your ideas? Next Steps: What are you going to do next? Support: What support do you need? Next steps Ideas
  26. 26. G.R.O.W. Coaching Model GROW coaching model is (to my knowledge) the most used model and it is a very “easy to use” coaching model Goal: What do you want to achieve? Reality: Describe the current situation Options: What could you do to move forward? Will: What will you do and what is your level of commitment towards these actions? G ROW

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