Shared leadership and team creativity

Lyndon, Shiji; Pandey, Ashish; Navare, Ajinkya

doi:10.1108/pr-05-2019-0262

Cited by 41 publications

(23 citation statements)

References 72 publications

(94 reference statements)

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“…In terms of performance outcomes, follower-level outcomes of creative and innovative behaviour, knowledge management activity and task performance are commonly studied (Palvalin et al , 2017). At the team level, there is emphasis on team performance (Lee et al , 2014; Sandvik et al , 2018; Storm and Scheepers, 2019), team creativity (Tu et al , 2019; Lyndon et al , 2020), team effectiveness (Leuteritz et al , 2017), and project quality and performance (Keller, 1992). At the organisational level, organisational performance (Kehoe and Collins, 2017, Singh et al , 2019a), turnover (Joo, 2010), knowledge management activity (Xiaojun 2017), innovation (Lakshman and Rai, 2019) and financial performance (Berraies and El Abidine, 2019) have been investigated.…”

Section: Resultsmentioning

confidence: 99%

“…Advances in research have appeared in management journals and across allied disciplines, including education (e.g. Hempsall, 2014, Lyndon et al , 2020; Robert and You, 2018), but research remains fragmentary. Third, there are currently many proposed leadership structures for effectively influencing KW outcomes, but most of which are yet to be reviewed.…”

Section: Introductionmentioning

confidence: 99%

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Research literature on leadership of knowledge workers: where are we, and where should we be heading?

Issahaka

Lines

2020

JIC

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PurposeWith the transition into a knowledge economy, the concept of leading knowledge workers (KWs) has gained an increasing amount of attention in organisational studies and among practitioners. The emerging literature on the leadership of KW addresses an important phenomenon, but theoretical underpinnings and empirical inquiry into leadership effectiveness in a KW context do not agree on a common conceptualisation of KWs. Thus, a concerted research effort seems warranted.Design/methodology/approachThe purpose of this study is to take stock of the existing literature on the leadership of KW. Based on a critical literature review, this paper provides a timely synthesis of the diffuse literature and identifies research gaps facing the leadership of KW field.FindingsThis paper suggests that the literature to date is deficient in terms of theory and evidence for how KWs are different from other classes of workers and argues that this deficiency stands in the way of developing ideas about how KWs could be effectively led.Research limitations/implicationsThis paper extends a discussion on establishing “KW” as a clear, independent construct and how the nomological network in which KW is situated (i.e. leadership antecedents, and workplace outcomes) may be elucidated, extended and researched.Originality/valueThis paper extends beyond the identified research gaps and findings to present an agenda for future research. Specifically, we propose that insights from research in educational psychology should be used as a platform for theorising about how to lead in a KW context.

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Section: Resultsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Research literature on leadership of knowledge workers: where are we, and where should we be heading?

Issahaka

Lines

2020

JIC

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“…The members of non-formal teams who were interviewed advocated that the non-formal leaders should be deliberate about building trust by taking structured action, actively displaying trust and displaying and encouraging openness. The importance of trust is supported by several authors who identified trust as an antecedent of shared leadership (Klasmeier & Rowold, 2020;Lyndon et al, 2020;Seshadri & Elangovan, 2019;Sweeney et al, 2019;Zhu et al, 2018).…”

Section: Trust Buildermentioning

confidence: 93%

Leadership behaviour that facilitates shared leadership emergence in internationally dispersed non-formal teams

Zyl

Hofmeyr

2021

SAJBM

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Purpose: Globalisation and the increased complexity of organisations create the need for alternative leadership approaches that can harness the collective intellectual capital that exists within the dispersed employees of organisations.Design/methodology/approach: This qualitative study explored how shared leadership can be facilitated in internationally dispersed non-formal teams through increased team connectedness, leader humility, empowering leadership, participative leadership and quality leader-member exchanges. The study explored the perspectives of 12 purposively sampled internationally dispersed team members, who represented three different functional nonformal teams.Findings/results: As dispersion of teams increases, some traditional leadership approaches become less effective. Shared leadership, however, has greater effects on team performance when team dispersion increases.Practical implications: The study offers a theoretical framework of leadership in internationally dispersed non-formal teams, which serves as a basis for future empirical research. It provides leaders of teams and organisations, as well as human resource practitioners with guidance on how to achieve the benefits of shared leadership of teams in this context. Participants represented nine nationalities, dispersed across eight countries, on four continents.Originality/value: Studies into shared leadership have increased over the past decade; however, the antecedents that facilitate shared leadership are still not exhaustive, and the majority of studies have been in co-located and formal teams. This study provides insight into how non-formal leaders can facilitate the emergence of shared leadership in the context of dispersed, non-formal teams.

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“…Thus, team members are motivated to collaborate and help each other in idea generation, selection, and finally idea implementation. That is shared leadership supports creativity and innovation in teams (Lyndon, Pandey & Navare, 2020). Moreover, the link between shared leadership and team innovation is studied by previous researchers (Hoch, 2013; Peter, Braun & Frey, 2015).…”

Section: Theoretical Background and Research Hypothesesmentioning

confidence: 99%

A moderated mediation model linking transactive memory system and social media with shared leadership and team innovation

Ali

Wang

Bodla

et al. 2021

Scandinavian J Psychology

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This study examines how and to what extent social and technological factors promote shared leadership that leads to team innovation in knowledge work teams. It hypothesizes that a transactive memory system influence team innovation and shared leadership conduits the relationship between them. Additionally, the relationship effectiveness between the transactive memory system and shared leadership increases with the use of social media by team members. Time‐lagged, multi‐sourced data are collected from the information technology industry in China. In addition, we used a network‐based measure to assess the level of shared leadership in teams. Empirical analysis found support for the hypotheses of this study. The results reveal that transactive memory system is a significant predictor of team innovation and the shared leadership channels the relationship between transactive memory system and team innovation. Furthermore, use of social media by team members amplifies the relationship between transactive memory system and shared leadership. The implications of the study are discussed in the later sections.

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Shared leadership and team creativity

Cited by 41 publications

References 72 publications

Research literature on leadership of knowledge workers: where are we, and where should we be heading?

Research literature on leadership of knowledge workers: where are we, and where should we be heading?

Leadership behaviour that facilitates shared leadership emergence in internationally dispersed non-formal teams

A moderated mediation model linking transactive memory system and social media with shared leadership and team innovation

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