Praxisreise (ILV)

Course numberM3.0607.20.010
Course code
Semester of degree program Semester 2
Mode of delivery Presencecourse
ECTS credits3,0
Language of instruction German

The question of leadership in social institutions is dealt with by the students in a theoretical, exemplary and reflective way. Students are familiar with basic styles of management and leadership techniques, and they are able to identify individual and organisational tasks and challenges within the scope of leading roles. Students learn supporting tools and methods of guidance and cooperation with employees and know about the limits of motivation and ideal requirements for leading persons. Students practice leadership situations and roles and possible individual approaches to leadership tasks in organisations. They can reflect the relationship and cooperation of the person in leadership with their own team as well as communication as a central leadership task.

Following courses of the first semester

Students are given the opportunity to reflect on their own, currently existing or possible future leadership roles in teams, projects or departments. The focus is, apart from personal reflexion, on personal interaction topics and leadership requirements from the organisation and the environment. For the theoretical foundation, the terms leading/guiding vs. management are defined, classical styles of leading and leadership techniques as well as current approaches and tools are explained. Subsequently the leading role is at the centre, organisational tasks, required competences and the responsibility of leading persons are contrasted with the personal understanding of leadership. Individual and organisational expectations towards leading persons and the aim of effective leading are critically questioned. Another focus is the question of teamwork and team leading, because to change from a member of a team to a leading role is a frequent phenomenon in the social field. Communication and supportive tools and methods for leadership tasks are dealt with. The conclusion is a reflexion on the possibilities and limits of integral management.

Eurich, Johannes & Brink, Alexander (Hrsg.) (2009). Leadership in sozialen Organisationen. Wiesbaden: VS Verlag.
Erger, Raimund (2015). Sozialmanagement. Teamarbeit und Teamentwicklung in sozialen Berufen. Berlin: Cornelsen Verlag.
Herzka, Michael (2013). Führung im Widerspruch. Management in Sozialen Organisationen. Wiesbaden: Springer VS.
Merchel, Joachim (2010). Leiten in Einrichtungen der Sozialen Arbeit. München & Basel: Ernst Reinhardt Verlag.
Stricker, Silvan, Renz, Patrick , Knecht, Donat, Lötscher, Alex & Riedweg, Werner (2015). Soziale Organisationen wirkungsvoll führen. Entwicklung dank ganzheitlicher Governance - ein Fitnessradar. Baden-Baden: Nomos Verlag.
Schwien, Bernd (2009). Ganzheitliche Unternehmensführung in Nonprofit-Organisationen. Stuttgart: Schäffer-Poeschel Verlag.
Simsa, Ruth, Patak, Michael (2008). Leadership in Nonprofit-Organisationen. Die Kunst der Führung ohne Profitdenken. Wien: Linde Verlag.
Tergeist, Gabriele (2015). Führen und leiten in sozialen Einrichtungen. Köln: BALANCE Buch + Medien Verlag.

Vortrag, Gruppenarbeiten, Präsentationen
Lecture, group work, presentations

Presentations (50%) and written work (50%)