Emergence of shared leadership networks in teams: An adaptive process perspective

Xu, Ning; Ghahremani, Hamed; Lemoine, G. James; Tesluk, Paul E.

doi:10.1016/j.leaqua.2021.101588

Cited by 15 publications

(8 citation statements)

References 72 publications

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“…The idea that everyone – and particularly individuals higher-up in organizations – can emerge as a follower is not inherently new. Currently, whenever a process approach is applied to the study of leaders and followers, it generally zooms in on leadership constructs such as leader emergence or shared leadership ( Acton et al, 2019 ; Hanna et al, 2021 ; Xu et al, 2021 ). Although many calls have been made to study informal leader emergence ( Badura et al, 2021 ), non-designated leaders ( Ashford and Sitkin, 2019 ) or pure leadership ( Bastardoz and Day, 2022 ), few calls have been made to study its followership counterpart, that is, downward following.…”

Section: Review Discussionmentioning

confidence: 99%

“…Third, group members (and managers in particular) need to have some appropriate meta-knowledge – in the form of an accurate transactive memory system - describing who is knowledgeable, expert, or skilled in a group ( Lewis and Herndon, 2011 ). For instance, Xu et al (2021) found that transactive memory systems were related to situationally-aligned leadership, which represents the emergence of leaders who fit the requirements of the situation. If managers cannot easily locate where (or whether) resources can be found in a team, we predict that managers will downward follow to a lesser extent.…”

Section: A Multilevel Model Of the Emergence Of Downward Following Be...mentioning

confidence: 99%

“…However, they generally focus on leadership emergence, rely on a limited number of cases, and do not test theories. Using a post-positivist tradition, on the other hand, the logic inherent in the process approach has also been applied to the study of emergent ( Acton et al, 2019 ; Badura et al, 2021 ), shared ( D’Innocenzo et al, 2016 ; Xu et al, 2021 ), or collective leadership ( Yammarino et al, 2012 ), which investigates how individuals without formal power emerge as leaders or how leadership emerges in informal groups. These studies are equally invaluable to understand the emergence of leaders but have yet offered limited insights into the followership phenomenon ( Shamir, 2007 ; Uhl-Bien and Carsten, 2018 ), and in particular into how higher-up individuals emerge as followers.…”

Section: Introductionmentioning

confidence: 99%

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What does it mean to follow? A critique of the followership literature and a conceptual model of the emergence of downward following

Bastardoz,

Adriaensen

2023

Front. Psychol.

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What does it mean to follow? In this paper, we systematically review the followership literature for the period 2017–2021. Our review shows that the followership literature suffers from three major issues that limit its validity. The followership field is dominated by a role-based approach equating direct reports with followers; empirical studies fail to study actual following behaviors, and there are no studies of downward following, which we define as any behavior or effort aimed at achieving a shared goal, carried out by an individual in a position of formal power who is influenced by one or more individuals in a position of inferior authority. Our manuscript builds on the process approach to study what it means to follow. We argue that the followership field needs to study actual followership behaviors at the micro “interaction episodes” and rely on quantitative behavioral coding. We then propose a conceptual, multi-level model that details antecedents and boundary conditions of the emergence of downward following. We conclude by discussing the organizational implications of our approach and model.

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Section: Review Discussionmentioning

confidence: 99%

Section: A Multilevel Model Of the Emergence Of Downward Following Be...mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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What does it mean to follow? A critique of the followership literature and a conceptual model of the emergence of downward following

Bastardoz,

Adriaensen

2023

Front. Psychol.

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“…SAL is present when individuals with the right abilities to respond in particular situations emerge and lead the team in their areas of expertise [84]. Viewing leadership from an adaptive and dynamic model [85] of influence, Xu et al [86] developed a temporal model of how leadership density, leadership decentralization, and SAL logically emerge in teams, reinforcing one another and leading to enhanced performance. These authors found that a TMS [87] serves as a key factor in the emergence of shared leadership, where the shared "meta" knowledge of team expertise sparks a team's SAL and contributes to a more decentralized leadership network, which, in turn, increases team leadership density.…”

Section: Translation Phasementioning

confidence: 99%

A leadership model supporting maturation of high-performance translational teams

Brasier¹,

Casey²,

Hatfield³

et al. 2023

J. Clin. Trans. Sci.

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Despite understanding its impact on organizational effectiveness, practical guidance on how to train translational team (TT) leaders is lacking. Previously, we developed an evolutionary learning model of TT maturation consisting of three goal-directed phases: (1). team assembly (Formation); (2). conducting research (Knowledge Generation); and (3). dissemination and implementation (Translation). At each phase, the team acquires group-level knowledge, skills, and attitudes (KSAs) that enhance its performance. Noting that the majority of team-emergent KSAs are promoted by leadership behaviors, we examine the SciTS literature to identify the relevant behaviors for each phase. We propose that effective team leadership evolves from a hierarchical, transformational model early in team Formation to a shared, functional leadership model during Translation. We synthesized an integrated model of TT leadership, mapping a generic “functional leadership” taxonomy to relevant leadership behaviors linked to TT performance, creating an evidence-informed Leadership and Skills Enhancement for Research (LASER) training program. Empirical studies indicate that leadership behaviors are stable across time; to enhance leadership skills, ongoing reflection, evaluation, and practice are needed. We provide a comprehensive multi-level evaluation framework for tracking the growth of TT leadership skills. This work provides a framework for assessing and training relevant leadership behaviors for high-performance TTs.

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“…Moreover, the practice of informal leadership has become more widespread in current organizations as the emphasis on teammate cooperation and coordination is increasing [ 16 , 17 ]. Organizational scholars have argued that flexible team interaction patterns promote efficient team responses to unexpected situations [ 18 , 19 ]. Shared leadership, which is unlike traditional vertical leadership, may play an important role in triggering improvisation.…”

Section: Introductionmentioning

confidence: 99%

Shared Leadership and Improvisation: Dual Perspective of Cognition-Affection

Zhang

Wang

Zhang

2023

Behavioral Sciences

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Improvisation is an effective way to cope with rapid changes and obtain unexpected opportunities in a complex environment. Based on the cognitive-affective system theory, this study investigates the dual mediating role of cognitive flexibility and emotional intelligence between shared leadership and improvisation and the moderating role of promotion focus. We used multilevel and multi-sourced data to test the theoretical model and used a social network approach to measure shared leadership in teams. Our sample was comprised of 40 teams and 240 team members. The empirical findings indicated that cognitive flexibility and emotional intelligence mediated the relationship between shared leadership and improvisation; promotion focus moderated the relationship between shared leadership and improvisation, and the mediation effect via cognitive flexibility. This study contributes to expanding on improvisation research from the perspective of shared leadership and incorporating both the cognitive and the emotional process of the generation of improvisation into a theoretical framework from a compound perspective, which will open the black box for the mediation mechanism from shared leadership to improvisation. Furthermore, promotion focus is introduced into the research and creatively corresponds to the cognition-affection mediation mechanism, which expands the applicable scope of the regulatory focus theory.

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Emergence of shared leadership networks in teams: An adaptive process perspective

Cited by 15 publications

References 72 publications

What does it mean to follow? A critique of the followership literature and a conceptual model of the emergence of downward following

What does it mean to follow? A critique of the followership literature and a conceptual model of the emergence of downward following

A leadership model supporting maturation of high-performance translational teams

Shared Leadership and Improvisation: Dual Perspective of Cognition-Affection

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