Sharing is caring: Toward a model of proactive caring through shared leadership

Houghton, Jeffery D.; Pearce, Craig L.; Manz, Charles C.; Courtright, Stephen H.; Stewart, Greg L.

doi:10.1016/j.hrmr.2014.12.001

Cited by 47 publications

(46 citation statements)

References 117 publications

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“…Distributed leader is quite distinct from traditional leadership models which emphasize that top management has the responsibility to make decisions and influence their subordinates (Carson, Tesluk, & Marrone, 2007;Day, Gronn, & Salas, 2006;Houghton, Pearce, Manz, Courtright, & Stewart, 2014;Lowe, Kroeck, & Sivasubramaniam, 1996;Thorpe, et al, 2011 …”

Section: Leadershipmentioning

confidence: 99%

Cross-border mergers and acquisitions of emerging economies' multinational enterprises — The mediating role of socialization integration mechanisms for successful integration

Khan¹,

Rao‐Nicholson²,

Akhtar³

et al. 2021

Human Resource Management Review

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 We develop a model and associated propositions that suggests that distributed leadership enhances the success of EMNEs' cross-border M&As. Our model suggests that distributed leadership and success of EMNEs' cross-border M&As is mediated by socialization integration mechanisms. We also propose that the degree of autonomy accorded to acquired firm can potentially moderate the relationship between distributed leadership and cross-border success of EMNEs M&As. AbstractThere has been recent surge of cross-border mergers and acquisitions (M&As) by emerging economies' multinational enterprises (EMNEs), however no conceptual model exists that can be utilized in global context to understand the success of these cross-border activities. In this article, a conceptual model is developed which suggests that distributed leadership increases the chance of the EMNEs' cross-border M&A success through the mediating role of socialization integration mechanisms. In addition, we identify the degree of autonomy given to the acquired firm as a potential moderator of the relationship between distributed leadership and the success of cross-border M&As of EMNEs. Irrespective of the country of origin, this model has the potential to be utilized in creating strategies for developed and emerging economies' MNEs' cross-border M&As' success.

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Section: Leadershipmentioning

confidence: 99%

Cross-border mergers and acquisitions of emerging economies' multinational enterprises — The mediating role of socialization integration mechanisms for successful integration

Khan¹,

Rao‐Nicholson²,

Akhtar³

et al. 2021

Human Resource Management Review

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“…Shared leadership may be defined as "an emergent team property that results from the distribution of leadership influence across multiple team members" (Carson, Tesluk, andMarrone 2007, 1218). Recently, Houghton et al (2015) proposed a model of shared leadership and group-level caring in the workplace. The model suggests that shared leadership will result in group solidarity, characterized by mutual trust between group members, affective regard toward group members, social unity in the face of tasks and pressures, and a common commitment to maintain the group, and subsequently in group-level caring, characterized by engaging, encouraging, capacitizing, and connecting with others.…”

Section: Shared Leadershipmentioning

confidence: 99%

The what, why, and how of spirituality in the workplace revisited: a 14-year update and extension

Houghton

Neck

Krishnakumar

2016

Journal of Management, Spirituality & Religion

Self Cite

202

186

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Over the past two decades, conceptual and empirical research on the concept of workplace spirituality has increased and expanded significantly. An early and influential article by Krishnakumar and Neck (2002, Journal of Managerial Psychology 17 (3): 153–164) helped provide direction and structure to the nascent field of workplace spirituality by examining the “what” – the definitions and meanings of multiple views of workplace spirituality, the “why” – the potential benefits for organizations from encouraging such differing views of workplace spirituality among their members, and the “how” – the ways in which spirituality may be encouraged or implemented within organizations. The current paper provides a retrospective update and extension of the Krishnakumar and Neck (2002) “what, why, and how” framework and “spiritual freedom” model. More specifically, the paper reviews the development and expansion of the workplace spirituality literature over the past decade and a half and considers the potential contributions of a number of contemporary leadership approaches including self-leadership, shared leadership, and authentic leadership to spirituality in the workplace. The paper concludes with an examination of key directions for future research in the workplace spirituality domain.

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“…In instances where this social support was evident, team members were likely to engage in proactive helping behaviours and role blurring to support each other and share the workload. Houghton et al have proposed group-level caring as a process whereby team members actively look out for the interests on one another [51]. In line with social exchange theory, they assert that the norm of reciprocity operates to encourage peers to reciprocate the behavioural investments of others and this can lead to proactive helping behaviours which can impact positively on team performance [51].…”

Section: Resultsmentioning

confidence: 99%

Identifying the context, mechanisms and outcomes underlying collective leadership in teams: building a realist programme theory

Brún

McAuliffe

2020

BMC Health Serv Res

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Background: There is accumulating evidence for the value of collective and shared approaches to leadership. However, relatively little research has explored collective leadership in healthcare and thus, there is a lack understanding of the mechanisms that promote or inhibit the practice of collective leadership in healthcare teams. This study describes the development of an initial programme theory (IPT) to provide insight into the mechanisms underpinning the enactment of collective leadership. Methods: This IPT was informed by a multiple-method data collection process. The first stage involved a realist synthesis of the literature on collective leadership interventions in healthcare settings (n = 21 studies). Next, we presented initial findings to receive feedback from a realist research peer support group. Interviews with members of teams identified as working collectively (n = 23) were then conducted and finally, we consulted with an expert panel (n = 5). Context-mechanism-outcome configurations (CMOCs) were extrapolated to build and iteratively refine the programme theory and finalise it for testing. Results: Twelve CMOCs were extrapolated from these data to form the initial programme theory and seven were prioritised by the expert panel for focused testing. Contextual conditions that emerged included team training on-site, use of collaborative/ co-design strategies, dedicated time for team reflection on performance, organisational and senior management support, inclusive communication and decision-making processes and strong supportive interpersonal relationships within teams. Mechanisms reported include motivation, empowerment, role clarity, feeling supported and valued and psychological safety which led to outcomes including improvements in quality and safety, staff and patient satisfaction, enhanced team working, and greater willingness to share and adopt leadership roles and responsibilities. Conclusions: This study has identified preliminary support for the contexts, mechanisms and outcomes underpinning the practice of collective leadership. However, it must be noted that while they may appear linear in presentation, in reality they are independent and interlinked and generative of additional configurations. This paper contributes to the nascent literature through addressing an identified gap in knowledge by penetrating below the surface level inputs and outputs of an intervention to understand why it works or doesn't work, and for whom it may work.

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Sharing is caring: Toward a model of proactive caring through shared leadership

Cited by 47 publications

References 117 publications

Cross-border mergers and acquisitions of emerging economies' multinational enterprises — The mediating role of socialization integration mechanisms for successful integration

Cross-border mergers and acquisitions of emerging economies' multinational enterprises — The mediating role of socialization integration mechanisms for successful integration

The what, why, and how of spirituality in the workplace revisited: a 14-year update and extension

Identifying the context, mechanisms and outcomes underlying collective leadership in teams: building a realist programme theory

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