Shared leadership and team creativity: a team level mixed-methods study

Xie, Lei; Han, Sang Kook; Beyerlein, Michael; Lu, Jiangang; Vukin, Lillian; Boehm, Rodney

doi:10.1108/tpm-11-2020-0097

Cited by 11 publications

(12 citation statements)

References 45 publications

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“…Secondly, the paper provides a fine-grained view of the specific leadership behaviours amenable to sharing in organisational teams. Evidence from studies of student teams suggests that both task and relations-oriented leadership behaviours can be shared (Xie et al , 2021) but little has been revealed about how such behaviours are exhibited in field settings or what leadership functions are fulfilled. This paper sheds light on SL, as it emerges from the daily interactions of team members in authentic organisational contexts.…”

Section: Introductionmentioning

confidence: 99%

Looking within: a longitudinal qualitative analysis of shared leadership behaviours in organisational teams

Sweeney

2022

TPM

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Purpose To date, empirical research on shared leadership (SL) has been dominated by quantitative studies of antecedents and outcomes, frequently in simulated environments. Consequently, there have been few authentic accounts of how SL is practiced within organisational teams. Underpinned by shared leadership theory and leadership behaviour theory, this paper aims to provide a fine-grained view of the SL behaviours exhibited by team members over time, in five organisational teams in Ireland. Design/methodology/approach This longitudinal qualitative study uses critical incident technique, semi-structured interviews and participant diaries to explore SL behaviours emerging in five teams over time. Findings SL became widespread over time in each team, with almost all (96%) team members exhibiting SL behaviours. Ten different leadership behaviours were exhibited, indicating that SL permits a wide variety of leadership behaviours to be expressed. Some leadership functions were rarely or never fulfilled by team members (team composition, performance monitoring and resource allocation), suggesting that these leadership behaviours are not amenable to sharing. Practical implications This paper provides an insight into how SL could be used to increase the leadership capacity in team-based organisations. Originality/value This paper adds depth to the understanding of SL, revealing the specific behaviours underlying this approach, expanding our understanding of the micro-dynamics at play in SL processes.

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Section: Introductionmentioning

confidence: 99%

Looking within: a longitudinal qualitative analysis of shared leadership behaviours in organisational teams

Sweeney

2022

TPM

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“…Aubé et al (2018) concluded that shared leadership can improve team functioning, thus predisposing members to attain the highly gratifying and productive flow state. By accepting the "nagging" the football players in the currents study also took on a role in contributing to the ideas in a more detailed manner and thereby accepting a shared leadership (Duguay et al, 2020) by taking on the players part of the responsibility shared leadership is associated with team creativity (Xie et al, 2021) and team reflexivity (Hadi and Chaudhary, 2021).…”

Section: Resultsmentioning

confidence: 97%

The dynamics of structure, social interaction and flow – the case of Rosenborg Ballklub

Steiro

Syvertsen

Saksvik³

et al. 2022

TPM

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Purpose The purpose of this study is to look into the extraordinary performance of Rosenborg Ballklub (RBK) under coach Nils Arne Eggens’ leadership with several appearances in the Champions League, competing with more clubs with more resources. Design/methodology/approach In-depth interviews with the coach and key players. Also combining with document studies. Findings This study identified six key postulates that could be viewed as a minimal structure that was important for creating a picture of how Rosenborg’s attack play should be carried out. This study identifies a high commitment to the way of playing. Even if the way of playing was well known, the play was carried out with both a high pace and precision, making it hard for opponents to defend. The play pattern is closely linked to social interaction. Furthermore, the playing pattern was reproduced repeatedly, creating a platform for collective mastery. Research limitations/implications The current study provides a detailed insight into the development of performance within a football club using different approaches. However, creating a common picture of what should be performed. Practical implications The current study can provide insight to football clubs but also other teams identifying a common pattern based on certain values. Social implications The study of Rosenborg Ballklub demonstrates the combinations of individual characters and strength (signature strength) within a collective using a holistic and complementary approach. One should focus on the strength of the team. Originality/value Original in understanding the way RBK performed. It also demonstrates a unique insight in applying flow theory as a means of developing a football team.

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“…Studies on shared leadership in virtual teams confirm that teams benefit more from shared leadership than hierarchical leadership, especially in terms of performance (Drescher and Garbers, 2016; Hoch and Dulebohn, 2017; Hoch and Kozlowski, 2014; Hoegl and Muethel, 2016; Nordbäck and Espinosa, 2019; Muethel et al , 2012; Pearce et al , 2004). In addition, single studies recognized that in virtual teams shared leadership has a positive effect on satisfaction (Robert and You, 2018), a positive effect on creativity (Han et al , 2020; Xie et al , 2021) and a positive effect on the sense of belonging to a group and the fair distribution of responsibility and workload (Yilmaz et al , 2020).…”

Section: Introductionmentioning

confidence: 99%

Sharing leadership behaviors in virtual teams: effects of shared leadership behaviors on team member satisfaction and productivity

Mayer

Sivatheerthan

Mütze‐Niewöhner

et al. 2023

TPM

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Purpose Virtual collaboration in teams becomes increasingly popular at work. With the advantages of working in virtual teams come leadership challenges for which the shared leadership theory is discussed as a potential solution. While previous empirical studies investigating shared leadership in virtual teams generally confirm positive effects on team outcomes, this study aims to investigate in detail the leadership behaviors that are typically shared in these settings and how these shared leadership behaviors affect individual level outcomes. Design/methodology/approach Individuals from different teams participated in a questionnaire study (n = 411). Structural equation modeling was used to assess the effects of shared task- and relations-oriented leadership behaviors on team member’s subjectively perceived productivity and satisfaction with leadership. Findings Results indicate that shared task-oriented leadership behaviors have a significant positive effect on subjectively perceived productivity and satisfaction with leadership, while relations-oriented leadership behaviors have a significant negative effect. A hypothesis stipulating a moderating effect of task interdependence was not confirmed. Practical implications Practical implications include that in virtual teams with hierarchical organizational structures, it may be recommended that task-oriented leadership behaviors are shared among team members, whereas relations-oriented leadership behaviors should remain the responsibility of the official leader. Originality/value The findings complement previous research with new insights on behavioral dimensions of shared leadership and their effects on outcomes on the level of the individual.

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Shared leadership and team creativity: a team level mixed-methods study

Cited by 11 publications

References 45 publications

Looking within: a longitudinal qualitative analysis of shared leadership behaviours in organisational teams

Looking within: a longitudinal qualitative analysis of shared leadership behaviours in organisational teams

The dynamics of structure, social interaction and flow – the case of Rosenborg Ballklub

Sharing leadership behaviors in virtual teams: effects of shared leadership behaviors on team member satisfaction and productivity

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