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Assistive technologies including assistive robots (AT/AR) appear to be a promising response to the increasing prevalence of older adults in need of care. An increasing number of long-term care facilities (LTCFs) try to implement AT/AR in order to create a stimulating environment for aging well and to reduce workload for professional care staff. The implementation of new technologies in an organization may lead to noticeable cultural changes in terms of social interactions and care practices associated with positive or negative emotions for the employees. This applies especially for LTCFs with high rates of vulnerable residents affected by increasing care needs and specific ethics in nursing and cultural rules within the setting. Thus, systematic consideration in leadership management of emotions and ethical aspects is essential for stakeholders involved in the implementation process. In this article, we explicitly focus on the emotions of the employees and leaders within LTCFs. We relate to direct consequences for the organizational well-being and culture, which is of course (indirectly) affecting patients and residents. While aspects of technology acceptance such as safety and usefulness are frequently discussed in academic literature, the topic of emotion-management and ethical questions during the organizational implementation process in LTCFs received little attention. Emotional culture entails affective values, ethical norms and perceptions of employees and further investigation is needed to address the importance of transformational leadership during implementation process. For this purpose, we developed a three-staged assessment tool for implementation of AT/AR in long-term care institutions. Acceptance (A), ethical acceptability (A) and emotional consequences (E) are considered as comprehensive assessment, in which emotional consequences comprise management aspects of transformational leadership (T), emotion-management (E) and organizational culture (O). Based on AAE and TEO, this paper presents an integrated framework illustrated with a illustrative example and aims to combine established approaches with ethical insights in order to unfold potentials of AT/AR in LTCSs.

Ein Leitfaden wird als Modell vorgestellt, mit dessen Hilfe Führungsethik von Führungstheorie unterschieden und eine an den Wertegrundlagen Sozialer Marktwirtschaft orientierte Führungsethik identifiziert werden kann. Theoretische Konzepte lassen sich mit dieser Makro-Mikro-Perspektive daraufhin überprüfen, ob sie einen Verantwortungsdualismus von Effizienz- und Humanziel in der Führungskultur schlüssig bestimmen. Mithilfe von vorgeschlagenen Prinzipien und Perspektiven kann so in vier Schritten eine Führungsethik in der normativen Linie Sozialer Marktwirtschaft von davon abweichenden Modellen unterschieden werden.

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