Shared Leadership in Practice: When Does it Work Best?

Pearce, Craig L.; Wassenaar, Christina L.

doi:10.5465/amp.2015.0175

Cited by 6 publications

(5 citation statements)

References 4 publications

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“…Hence, we expect this crisis to have a profound impact on research on emergent and outside leaders, as well as the criteria that foster their emergence. However, complex situations such as pandemics might also require leadership responses that outstrip individuals ( Pearce & Wassenaar, 2015 ), in favor of approaches such as shared and participative leadership that seeks to split the burden of crisis decision making. This was widely apparent, for example, in health care (cluster 3— Allameh et al, 2020 ) and education (cluster 5— Fernandez and Shaw, 2020 ; Harris, 2020 ).…”

Section: Discussion and Conclusion: New Kids On The Block?mentioning

confidence: 99%

New Kids on the Block? A Bibliometric Analysis of Emerging COVID-19—Trends in Leadership Research

Bauwens

Batistič

Kilroy

et al. 2021

Journal of Leadership & Organizational Studies

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The COVID-19 pandemic has resulted in unprecedented challenges for society. The effects on organizations have been drastic and such tough times have demanded new organizational solutions as well as strong and new forms of organizational leadership. Leadership scholars have accelerated their research efforts in the quest to identify what is needed to lead in these uncertain times. In this paper, we adopt a bibliometric review to unravel the emerging trends in leadership research in the wake of the COVID-19 pandemic, and in doing so, identify commonalities and divergences in these themes with respect to leadership approaches and assess potential avenues for future research. The findings reveal that research on the topic has emerged along six main clusters: (1) leadership and employee health during pandemic times, (2) public leadership, (3) leadership in health care, (4) leadership and diversity, (5) educational leadership, and (6) leadership and persuasive communication. The findings reveal that across these clusters, the pandemic has sparked research on leadership approaches that deal with change and uncertainty as well as those that are less hierarchical and person centered in nature. We also notice a novel attention to context. Rather than “new kids on the block,” these trends are largely continuations of established leadership theories and approaches that see their particular importance increase in this unprecedented situation. Finally, we outline some distinct avenues for further research with regard to leadership in COVID-19 times.

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Section: Discussion and Conclusion: New Kids On The Block?mentioning

confidence: 99%

New Kids on the Block? A Bibliometric Analysis of Emerging COVID-19—Trends in Leadership Research

Bauwens

Batistič

Kilroy

et al. 2021

Journal of Leadership & Organizational Studies

View full text Add to dashboard Cite

show abstract

“…As summarized in Table , collective leadership fits with the three characteristics of shared leadership (i.e., team members take on leadership functions, views leadership as an emergent collective‐level phenomenon, and leadership is distributed among participating individuals). Pearce and Wassenaar () argued that collective leadership “readily fit under the umbrella term of shared leadership” (p. 1). Indeed, both shared leadership and collective leadership research recognize Gibb () as one of their main historical, theoretical roots (e.g., Carson et al, ; Contractor et al, ).…”

Section: Comparison With Other Leadership Theoriesmentioning

confidence: 99%

Shared leadership: A state‐of‐the‐art review and future research agenda

et al. 2018

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The traditional "great man" approaches to leadership emphasize qualities of individual leaders for leadership success. In contrast, a rapidly growing body of research has started to examine shared leadership, which is broadly defined as an emergent team phenomenon whereby leadership roles and influence are distributed among team members. Despite the progress, however, the extant literature on shared leadership has been fragmented with a variety of conceptualizations and operationalizations. This has resulted in little consensus regarding a suitable overarching theoretical framework and has undermined developing knowledge in this research domain. To redress these problems, we provide a comprehensive review of the growing literature of shared leadership by (a) clarifying the definition of shared leadership; (b) conceptually disentangling shared leadership from other theoretically overlapping constructs; (c) addressing measurement issues; and (d) developing an integrative framework of the antecedents, proximal and distal consequences, and boundary conditions of shared leadership. We end our review by highlighting several new avenues for future research.

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“…Furthermore, future research may extend this investigation to other forms of leadership in the specific team types, such as shared leadership in the self-directed work teams. Leadership can then be viewed as a practice, process, and interaction (a shared social process) rather than leaders (a solo act; Pearce & Wassenaar, 2015). Self-directed team members can exercise lateral influence, or shared leadership responsibilities in teams.…”

Section: Implications For Theory Research and Practicementioning

confidence: 99%

Differential Relationship of Person- and Task-Focused Leadership to Team Effectiveness: A Meta-Analysis of Moderators

Pratoom

2018

Human Resource Development Review

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Building on previous findings of C. S. Burke et al. and Ceri-Booms et al., this meta-analytic review aims to investigate the moderating impact of team size, interdependence, power distance culture, effectiveness criteria, and study settings on the differential relationship of person-and task-focused leadership with team effectiveness. Based on 52 studies with 4,958 teams, results suggested that the differential effects of leadership were moderated by effectiveness criteria and the interaction between team characteristics and culture in societies. In high power distance societies, the relationship between person-focused leadership and team effectiveness was stronger in small teams that were characterized by high interdependence. In low power distance societies, the larger effect size of a personfocused leader was found in small teams, while task-focused leadership emerged as a stronger predictor of team effectiveness than person-focused leadership in large teams. Results can be used to guide leader development programs needed to enhance team effectiveness.

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Shared Leadership in Practice: When Does it Work Best?

Cited by 6 publications

References 4 publications

New Kids on the Block? A Bibliometric Analysis of Emerging COVID-19—Trends in Leadership Research

New Kids on the Block? A Bibliometric Analysis of Emerging COVID-19—Trends in Leadership Research

Shared leadership: A state‐of‐the‐art review and future research agenda

Differential Relationship of Person- and Task-Focused Leadership to Team Effectiveness: A Meta-Analysis of Moderators

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