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Baldegger, UKlösel, K (2021). Visionäre Führung und Empowering in KMU. ZfKE – Zeitschrift für KMU und Entrepreneurship, 69(3), 151-168. https://doi.org/10.3790/zfke.69.3.151
Baldegger, Urs Klösel, KilianBaldegger, Urs Klösel, Kilian (2021). "Visionäre Führung und Empowering in KMU" ZfKE – Zeitschrift für KMU und Entrepreneurship, vol. 69no. 3, 2021 pp. 151-168. https://doi.org/10.3790/zfke.69.3.151
Baldegger, UKlösel, K (2021). Visionäre Führung und Empowering in KMU. ZfKE – Zeitschrift für KMU und Entrepreneurship, Vol. 69 (Issue 3), pp 151-168. https://doi.org/10.3790/zfke.69.3.151

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Visionäre Führung und Empowering in KMU

Baldegger, Urs | Klösel, Kilian

ZfKE – Zeitschrift für KMU und Entrepreneurship, Vol. 69 (2021), Iss. 3 : pp. 151–168

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Prof. Dr. Urs Baldegger, School of Management Fribourg, Chemin du Musée 4, 1700 Fribourg.

  • Prof. Dr. Urs Baldegger ist Assoziierter Wissenschaftler an der Universität Liechtenstein und Professor für Entrepreneurship an der School of Management Fribourg (HEG-FR), University of Applied Sciences and Arts Western Switzerland (HES-SO). Seine Forschung konzentriert sich auf Leadership, Entrepreneurial Culture, Gründung und Wachstum junger Unternehmen.
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Kilian Klösel, MSc., School of Management Fribourg, Chemin du Musée 4, 1700 Fribourg, Schweiz.

  • Kilian Klösel, MSc. ist wissenschaftlicher Mitarbeiter an der School of Management Fribourg (HEG-FR), University of Applied Sciences and Arts Western Switzerland (HES-SO) und Doktorand an der Universität Liechtenstein. Im Rahmen seiner Forschung beschäftigt er sich mit Leadership, Visionärer Führung, Goal-Setting, Empowering Leadership und Unternehmenskultur.
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Abstract

Im Wachstum von Startups und KMU spielt Leadership eine zentrale Rolle. In einer umfassenden empirischen Studie (N = 399) in familiengeführten KMU wird der Einfluss der Visionären Führung und des Empower­ing durch Entscheidungs- und Handlungsspielraum auf das affektive Commitment und die Zielerreichung der Mitarbeitenden untersucht. Die empirischen Ergebnisse zeigen, dass Visionäre Führung und Empowering das Commitment der Mitarbeitenden positiv beeinflussen, wobei Visionäre Führung den stärksten signifikanten Zusammenhang zum affektiven Commitment aufweist. Weniger stark ist der Effekt auf die Zielerreichung, die vor allem durch das Empowering der Mitarbeitenden beeinflusst wird. Visionäre Führung versucht, die durch das Empowering gewonnene Autonomie durch eine gemeinsame Vision auszubalancieren und das Dilemma zwischen „letting go“ und „having control“ im Sinne einer „sowohl als auch“-Strategie in einen langfristigen Zielraum zu führen.

Leadership plays a central role in the growth of startups and SMEs. In a comprehensive empirical study (N = 399) within family-owned SME, the influence of visionary leadership and empowering on employees’ affective commitment and goal achievement is investigated. The empirical results show that visionary leadership and empowering positively influence employee commitment, with visionary leadership showing the strongest significant correlation to affective commitment. The effect on goal achievement, which is mainly influenced by empowering the employees, is less strong. Visionary leadership tries to balance the autonomy gained through empowering with a shared vision and to solve the dilemma between “letting go” and “having control” in the sense of a “both and” strategy.

Table of Contents

Section Title Page Action Price
Urs Baldegger / Kilian Klösel: Visionäre Führung und Empowering in KMU 1
Zusammenfassung 1
Abstract 1
I. Einleitung und Zielsetzung 2
II. Theoretischer Hintergrund 4
1. Visionäre Führung 4
2. Empowering Leadership 5
III. Planung und Durchführung der Erhebung 7
1. Sample 7
2. Konzeption des Fragebogens 8
a) Visionäre Führung 8
b) Empowering Leadership 8
c) Commitment 9
d) Zielerreichung 9
e) Kontrollvariablen 9
3. Methodenvarianz 1
IV. Überprüfung der Hypothesen 1
V. Diskussion und Reflexion der Ergebnisse 1
Literatur 1