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Strategisch-orientierte Führungskräfteentwicklung

In: Handbuch Strategisches Personalmanagement

Author

Listed:
  • Fred G. Becker

Abstract

Zusammenfassung Der Titel suggeriert zunächst, dass Führungskräfte „entwickelt“ werden sollen. Aber lohnt sich überhaupt eine Auseinandersetzung (sofern man kein akademisches, sondern ein praxeologisches Ziel anstrebt)? Diese Frage schwebt (vielfach unausgesprochen) in Diskussionen auch um eine solche Personalfrage mit. Malik (2006, S. 5) pointiert es treffgenau: „Dass die Menschen die Schlüsselressource jeder Organisation sind, ist allgemein anerkannt. Nicht überall wird auch konsequent danach gehandelt.” „Rarely are human resources seen as a strategy capacity from which competitive choices should be derived.” stellten Lengnick-Hall und Lengnick-Hall fest (1988, S. 456). „Management development as a capital investment“ (Connellan 2006) ist offenbar ein frommer Wunsch, wie auch Döring (2008, S. 45) feststellt: Personalentwicklung hat „[…] allen Verlautbarungen zum Trotz nach wie vor den Hauch des […] Zweitrangigen […].“ Barney und Wright (1998, S. 31) halten es dabei für möglich, dass der Widerspruch auf eine Diskrepanz in der Wertschätzung zwischen dem Humanpotenzial und den Human Resource Managern zurückzuführen ist.

Suggested Citation

  • Fred G. Becker, 2011. "Strategisch-orientierte Führungskräfteentwicklung," Springer Books, in: Ruth Stock-Homburg & Birgitta Wolff (ed.), Handbuch Strategisches Personalmanagement, chapter 12, pages 223-240, Springer.
    • Handle: RePEc:spr:sprchp:978-3-8349-6549-3_12
    DOI: 10.1007/978-3-8349-6549-3_12
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