{"id":16359,"date":"2022-08-05T08:00:22","date_gmt":"2022-08-05T06:00:22","guid":{"rendered":"https:\/\/www.organisator.ch\/?p=16359"},"modified":"2022-08-16T16:53:09","modified_gmt":"2022-08-16T14:53:09","slug":"condurre-senza-imparare-lautorizzazione-2","status":"publish","type":"post","link":"https:\/\/www.organisator.ch\/it\/management\/2022-08-05\/fuehren-ohne-weisungsbefugnis-lernen\/","title":{"rendered":"Imparare a guidare senza autorit\u00e0"},"content":{"rendered":"<figure id=\"attachment_16360\" aria-describedby=\"caption-attachment-16360\" style=\"width: 680px\" class=\"wp-caption alignnone\"><img loading=\"lazy\" decoding=\"async\" class=\"size-full wp-image-16360\" src=\"https:\/\/www.organisator.ch\/wp-content\/uploads\/2022\/08\/Fuhren-ohne-Weisungsbefugnis-lernen_Organisator.jpg\" alt=\"\" width=\"680\" height=\"395\" srcset=\"https:\/\/www.organisator.ch\/wp-content\/uploads\/2022\/08\/Fuhren-ohne-Weisungsbefugnis-lernen_Organisator.jpg 680w, https:\/\/www.organisator.ch\/wp-content\/uploads\/2022\/08\/Fuhren-ohne-Weisungsbefugnis-lernen_Organisator-18x10.jpg 18w, https:\/\/www.organisator.ch\/wp-content\/uploads\/2022\/08\/Fuhren-ohne-Weisungsbefugnis-lernen_Organisator-301x175.jpg 301w, https:\/\/www.organisator.ch\/wp-content\/uploads\/2022\/08\/Fuhren-ohne-Weisungsbefugnis-lernen_Organisator-603x350.jpg 603w, https:\/\/www.organisator.ch\/wp-content\/uploads\/2022\/08\/Fuhren-ohne-Weisungsbefugnis-lernen_Organisator-300x174.jpg 300w\" sizes=\"auto, (max-width: 680px) 100vw, 680px\" \/><figcaption id=\"caption-attachment-16360\" class=\"wp-caption-text\">Guidare senza autorit\u00e0: come funziona? (Immagine: Unsplash.com)<\/figcaption><\/figure>\n<p>Nelle aziende organizzate in modo tayloristico del passato, le loro aree si trovavano in gran parte non collegate l'una all'altra, come colonne. E ogni area aveva un campo di attivit\u00e0 ben definito. I dipendenti avevano anche compiti ben definiti, definiti nelle loro descrizioni del lavoro o assegnati dai loro superiori. Oggi la situazione \u00e8 diversa, \"almeno in quelle aziende che forniscono servizi complessi ai loro clienti\", sottolinea <a href=\"https:\/\/www.kraus-und-partner.de\/\">Prof. Dr. Georg Kraus di Bruchsal<\/a>. Di norma, sono strutturati come una rete. E i confini dei reparti e i livelli gerarchici? \"Hanno un ruolo sempre pi\u00f9 secondario nel lavoro di tutti i giorni, soprattutto perch\u00e9 i servizi sono sempre pi\u00f9 spesso forniti in team interdivisionali e spesso anche interaziendali\".<\/p>\n<h3><strong>Le strutture complesse richiedono uno stile di gestione diverso<\/strong><\/h3>\n<p>In un ambiente del genere, la leadership classica, che si basa in gran parte sul potere disciplinare conferito dalla posizione, spesso raggiunge i suoi limiti, spiega il consulente di management <a href=\"https:\/\/www.mticonsultancy.com\/\">Hans-Peter Machw\u00fcrth<\/a>, Visselh\u00f6vede. Si sta invece affermando la cosiddetta leadership laterale, \"che si basa sulla fiducia e sulla comprensione e cerca di collegare il pi\u00f9 possibile gli interessi delle persone coinvolte creando un quadro di pensiero comune\". Questo tipo di leadership, poich\u00e9 non esiste pi\u00f9 l'autorit\u00e0 disciplinare per impartire direttive, deve affidarsi ad altre fonti di potere, ad esempio<\/p>\n<ul>\n<li>un alto livello di autorit\u00e0 e integrit\u00e0 personale o<\/li>\n<li>una comprovata esperienza o<\/li>\n<li>networking mirato che rafforza la propria base di potere informale.<\/li>\n<\/ul>\n<p>Secondo la concezione classica della leadership, il termine \"leadership laterale\" \u00e8 una contraddizione in termini. Secondo questa concezione, la leadership \u00e8 inestricabilmente legata all'autorit\u00e0 gerarchica. Tuttavia, il tema della leadership laterale sta assumendo un'importanza sempre maggiore nelle aziende. Lo dimostra, tra l'altro, lo studio \"<a href=\"https:\/\/www.organisator.ch\/de\/management\/2022-03-28\/alpha-collaboration-fuehrung-und-zusammenarbeit-im-umbruch\/\">Alpha Collaboration - Leadership in transizione; prospettive per la collaborazione del futuro<\/a>\" del <a href=\"https:\/\/ifidz.de\/\">Istituto per la cultura della leadership nell'era digitale (IFIDZ)<\/a>, Francoforte.<\/p>\n<h3><strong>Sfida: ottenere l'approvazione<\/strong><\/h3>\n<p>Leadership laterale significa pi\u00f9 che coordinamento, sottolinea la direttrice dell'IFIDZ Barbara Liebermeister. Il coordinamento mira principalmente ad \"allineare interessi, compiti e attivit\u00e0\"; la leadership, invece, comprende anche \"influenzare persone e organizzazioni o unit\u00e0 organizzative in modo che pensino e agiscano nella direzione desiderata\".<\/p>\n<p>L'obiettivo centrale della leadership laterale \u00e8 il raggiungimento di obiettivi propri o di livello superiore (ad esempio, dell'azienda o del progetto). Un compromesso pu\u00f2 essere un modo per raggiungere questo obiettivo, spiega Hans-Peter Machw\u00fcrth. Non di rado, tuttavia, \u00e8 necessario l'esatto contrario: ad esempio, quando per ottenere i massimi risultati desiderati \u00e8 necessario prendere una decisione chiara tra diversi possibili percorsi di soluzione.<\/p>\n<p>In pratica, guidare senza autorit\u00e0 si rivela spesso difficile, soprattutto perch\u00e9 le persone coinvolte in questo processo hanno di solito opinioni e interessi (talvolta) divergenti, ad esempio a causa delle loro diverse funzioni e posizioni nell'organizzazione. Inoltre, secondo Georg Kraus, quando si devono prendere decisioni di vasta portata ed epocali, non c'\u00e8 una persona che possa dire a un certo punto: \"Questo \u00e8 ci\u00f2 che stiamo facendo ora - \u00e8 tutto; me ne assumo la responsabilit\u00e0\". Di conseguenza, i processi decisionali e di formazione delle opinioni nella leadership laterale sono spesso lunghi, \"poich\u00e9 \u00e8 necessario ottenere l'approvazione o almeno l'accettazione di tutte le persone coinvolte\".<\/p>\n<h3><strong>La leadership laterale pu\u00f2 essere appresa<\/strong><\/h3>\n<p>Tuttavia, il tema della leadership laterale sta assumendo un'importanza sempre maggiore nelle aziende. Le ragioni, oltre alla struttura sempre pi\u00f9 a rete delle aziende e all'avanzare della digitalizzazione, stanno nel fatto che le soluzioni ai problemi, concepite in un lavoro di squadra interdipartimentale e interfunzionale, diventano sempre pi\u00f9 complesse.<\/p>\n<p>Tuttavia, la competenza di condurre lateralmente non cade dal cielo, secondo Hans-Peter Machw\u00fcrth deve essere sviluppata - sia<\/p>\n<ul>\n<li>con esperti e specialisti che, nel loro lavoro quotidiano, si trovano ripetutamente di fronte alla sfida di convincere altre persone dei vantaggi o dei rischi di una possibile soluzione grazie alle loro conoscenze specialistiche, cos\u00ec come<\/li>\n<li>con i manager che vogliono o devono prendere decisioni importanti all'interno del team perch\u00e9 per la loro realizzazione dipendono dal supporto attivo dei loro dipendenti, di altre aree o di partner esterni di cooperazione\/fornitori di servizi.<\/li>\n<\/ul>\n<p>Tuttavia, \u00e8 importante tenere presente che \"la leadership laterale richiede determinati tratti di personalit\u00e0\", sottolinea Barbara Liebermeister. Per esempio<\/p>\n<ul>\n<li>un atteggiamento di apprezzamento verso le altre persone e<\/li>\n<li>la volont\u00e0 di mettere in discussione il proprio pensiero e il proprio comportamento.<\/li>\n<\/ul>\n<p>Senza questi atteggiamenti di base, non \u00e8 possibile n\u00e9 aprire i modi di pensare degli altri n\u00e9 costruire con loro un rapporto di fiducia per ottenere gli effetti desiderati.<\/p>\n<p><em><strong>All'autore: <\/strong>Ramon Lacher, Darmstadt, \u00e8 un giornalista freelance. \u00c8 specializzato in temi professionali e di carriera.<\/em><\/p>\n<p>&nbsp;<\/p>","protected":false},"excerpt":{"rendered":"<p>In den tayloristisch organisierten Betrieben der Vergangenheit standen deren Bereiche weitgehend unverkn\u00fcpft nebeneinander \u2013 gleich S\u00e4ulen. Und jeder Bereich hatte sein klar definiertes Aufgabenfeld. Auch die Mitarbeiter hatten klar umrissene Aufgaben, die entweder in ihren Stellenbeschreibungen definiert oder ihnen von ihren Vorgesetzten \u00fcbertragen worden waren. Heute ist dies anders \u2013 \u201ezumindest in den Unternehmen, die [&hellip;]<\/p>\n","protected":false},"author":4,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_focuskw":"Weisungsbefugnis","_yoast_wpseo_metadesc":"In komplexen Arbeitsstrukturen und -beziehungen in den Unternehmen wird auch F\u00fchrung ohne Weisungsbefugnis immer wichtiger.","articlekey":"","footnotes":""},"categories":[28],"tags":[115,320,335],"class_list":["post-16359","post","type-post","status-publish","format-standard","hentry","category-management","tag-checklisten","tag-leadership","tag-management-und-unternehmensfuehrung"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>F\u00fchren ohne Weisungsbefugnis lernen - Organisator<\/title>\n<meta name=\"description\" content=\"In komplexen Arbeitsstrukturen und -beziehungen in den Unternehmen wird auch F\u00fchrung ohne Weisungsbefugnis immer wichtiger.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.organisator.ch\/it\/gestione-2\/2022-08-05\/condurre-senza-imparare-lautorizzazione-2\/\" \/>\n<meta property=\"og:locale\" content=\"it_IT\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"F\u00fchren ohne Weisungsbefugnis lernen\" \/>\n<meta property=\"og:description\" content=\"In komplexen Arbeitsstrukturen und -beziehungen in den Unternehmen wird auch F\u00fchrung ohne Weisungsbefugnis immer wichtiger.\" \/>\n<meta property=\"og:url\" content=\"https:\/\/www.organisator.ch\/it\/gestione-2\/2022-08-05\/condurre-senza-imparare-lautorizzazione-2\/\" \/>\n<meta property=\"og:site_name\" content=\"Organisator\" \/>\n<meta property=\"article:publisher\" content=\"https:\/\/www.facebook.com\/OrganisatorFachmagazin\" \/>\n<meta property=\"article:published_time\" content=\"2022-08-05T06:00:22+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2022-08-16T14:53:09+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/www.organisator.ch\/wp-content\/uploads\/2022\/08\/Fuhren-ohne-Weisungsbefugnis-lernen_Organisator.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"680\" \/>\n\t<meta property=\"og:image:height\" content=\"395\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"thomas.berner\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:title\" content=\"F\u00fchren ohne #Weisungsbefugnis lernen\" \/>\n<meta name=\"twitter:description\" content=\"In komplexen #Arbeitsstrukturen und -beziehungen in den Unternehmen wird auch #F\u00fchrung ohne #Weisungsbefugnis immer wichtiger.\" \/>\n<meta name=\"twitter:image\" content=\"https:\/\/www.organisator.ch\/wp-content\/uploads\/2022\/08\/Fuhren-ohne-Weisungsbefugnis-lernen_Organisator.jpg\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\\\/\\\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\\\/\\\/www.organisator.ch\\\/management\\\/2022-08-05\\\/fuehren-ohne-weisungsbefugnis-lernen\\\/#article\",\"isPartOf\":{\"@id\":\"https:\\\/\\\/www.organisator.ch\\\/management\\\/2022-08-05\\\/fuehren-ohne-weisungsbefugnis-lernen\\\/\"},\"author\":{\"name\":\"thomas.berner\",\"@id\":\"https:\\\/\\\/www.organisator.ch\\\/#\\\/schema\\\/person\\\/6f650f90b2842cd4c0cc334b4e36f67e\"},\"headline\":\"F\u00fchren ohne Weisungsbefugnis lernen\",\"datePublished\":\"2022-08-05T06:00:22+00:00\",\"dateModified\":\"2022-08-16T14:53:09+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\\\/\\\/www.organisator.ch\\\/management\\\/2022-08-05\\\/fuehren-ohne-weisungsbefugnis-lernen\\\/\"},\"wordCount\":751,\"publisher\":{\"@id\":\"https:\\\/\\\/www.organisator.ch\\\/#organization\"},\"image\":{\"@id\":\"https:\\\/\\\/www.organisator.ch\\\/management\\\/2022-08-05\\\/fuehren-ohne-weisungsbefugnis-lernen\\\/#primaryimage\"},\"thumbnailUrl\":\"https:\\\/\\\/www.organisator.ch\\\/wp-content\\\/uploads\\\/2022\\\/08\\\/Fuhren-ohne-Weisungsbefugnis-lernen_Organisator.jpg\",\"keywords\":[\"Checklisten\",\"Leadership\",\"Management und Unternehmensf\u00fchrung\"],\"articleSection\":[\"MANAGEMENT\"],\"inLanguage\":\"it-IT\"},{\"@type\":\"WebPage\",\"@id\":\"https:\\\/\\\/www.organisator.ch\\\/management\\\/2022-08-05\\\/fuehren-ohne-weisungsbefugnis-lernen\\\/\",\"url\":\"https:\\\/\\\/www.organisator.ch\\\/management\\\/2022-08-05\\\/fuehren-ohne-weisungsbefugnis-lernen\\\/\",\"name\":\"F\u00fchren ohne Weisungsbefugnis lernen - 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