MM 34 Group-related leadership

In the 1930s, Kurt Lewin formulated his three classic leadership styles, laying the foundation for what is now a very important part of management theory. Specialization, digitalization, division of labor, and globalization mean that management theorists must constantly question older models, and thus, a whole host of different leadership styles have emerged. Rahn incorporated pedagogy into his work and, only in 2010, developed his model of group-oriented leadership.

The group-oriented leadership style is based on the targeted observation of the different behaviors of employees within a work group. Based on their interactions, the manager must decide how to guide individual behavior in a way that is beneficial to the group and the company. Importantly, this style is based on a cooperative leadership style, in which communication with employees takes place on an equal footing. Depending on the employee's personality, one of six different (sub)leadership styles is applied. Rahn described these in 2010 in the sixth edition of Successful Team Leadership. Here are two examples:

Integrating:
Opposite: outsiders, newcomers
Integration of new groups or employees and outsiders by skillfully attracting them to the group and offering help

Promoting:
Opposite: Group stars, high performers
Transfer of competence and responsibility to particularly high-performing employees; praise for outstanding performance; new incentives

In the context of:

Q: Q01, Q02, Q04, Q05, Q17

E: E01, E02, E07, E10

T: T02, T03, T07, T09, T12, T14