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<p>This article in the journal “Gruppe.Interaktion.Organisation” (GIO) proposes analyzing leadership situations as dense social arenas in which field-specific conventions become visible. Instead of viewing leadership relationships in isolation, the article considers situations in which actors coordinate to achieve a&#xa0;common goal. Based on the sociology of conventions, it is argued that actors in leadership situations draw on different conventions (“worlds”) to legitimize actions and negotiate power relations. The article introduces situation analysis as a&#xa0;method for systematically recording complex leadership interactions and making conventions and logics of action visible. In addition, this allows dynamics within leadership relationships to be identified both empirically and heuristically in a&#xa0;practice-oriented manner, and makes it possible to analyze the influence of cross-field environmental influences—such as digitalization or value pluralization—on leadership situations in a&#xa0;differentiated manner. The article emphasizes a&#xa0;new understanding of leadership as a&#xa0;situational, shared practice that manifests itself in the negotiation of conventions and interests between actors.</p>

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Mehr Aushandlung als Ansage: Führung als Situation gedacht

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2025年11月14日

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  • Anna Maria Wittorf,
  • Arjan Kozica

摘要

This article in the journal “Gruppe.Interaktion.Organisation” (GIO) proposes analyzing leadership situations as dense social arenas in which field-specific conventions become visible. Instead of viewing leadership relationships in isolation, the article considers situations in which actors coordinate to achieve a common goal. Based on the sociology of conventions, it is argued that actors in leadership situations draw on different conventions (“worlds”) to legitimize actions and negotiate power relations. The article introduces situation analysis as a method for systematically recording complex leadership interactions and making conventions and logics of action visible. In addition, this allows dynamics within leadership relationships to be identified both empirically and heuristically in a practice-oriented manner, and makes it possible to analyze the influence of cross-field environmental influences—such as digitalization or value pluralization—on leadership situations in a differentiated manner. The article emphasizes a new understanding of leadership as a situational, shared practice that manifests itself in the negotiation of conventions and interests between actors.