The Promise and Pitfalls of Shared Leadership: When Two (or More) Heads are Better than One

O’Toole, James; Galbraith, Jay R.; Lawler, Edward E.

doi:10.4135/9781452229539.n12

Cited by 38 publications

(29 citation statements)

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“…Second, although existing research contends that TMT characteristics can play a key role in influencing TMTs’ ability to successfully engage in shared leadership, our study does not consider such contingencies. For instance, in a study of several cases of TMT shared leadership in large organizations, O'Toole, Galbraith, and Lawler () argue that both the personalities and the areas of expertise of the TMT members are crucial in the effectiveness of shared leadership. Analyzing how TMT composition alters the effectiveness of shared leadership for achieving organizational ambidexterity would provide interesting complementing insights to those of our study.…”

Section: Discussionmentioning

confidence: 99%

Top Management Team Shared Leadership and Organizational Ambidexterity: a Moderated Mediation Framework

Mihalache

Jansen

Bosch

et al. 2013

Strategic Entrepreneurship Journal

185

208

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This study proposes top management team (TMT) shared leadership as an important enabler of organizational ambidexterity. Moreover, we examine both how and when TMT shared leadership enhances organizational ambidexterity by considering two TMT processes as mediators (i.e., cooperative conflict management style and decision-making comprehensiveness) and two elements of organizational structure (i.e., connectedness and centralization of decision making) as important contingencies. We test our moderated mediation framework using time-lagged data from a cross-industry sample of 202 firms. We discuss how our findings extend strategic entrepreneurship, ambidexterity, and leadership research and provide implications for practice. Model 1: Ambidexterity Model 2: Ambidexterity Model 3: Ambidexterity Model 4: Cooperative conflict mgt. Model 5: Decision comprehens. Model 6: Ambidexterity Model 7: Ambidexterity Model 8: Cooperative conflict mgt. Model 9: Decision comprehens. Model 10: Cooperative conflict mgt. Model 11: Decision comprehens.

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Section: Discussionmentioning

confidence: 99%

Top Management Team Shared Leadership and Organizational Ambidexterity: a Moderated Mediation Framework

Mihalache

Jansen

Bosch

et al. 2013

Strategic Entrepreneurship Journal

185

208

View full text Add to dashboard Cite

show abstract

“…The concept of DL has also been subjected to critical analysis by Gronn (2002a,b) and Spillane, Halverson, and Diamond (2000), and is the subject matter of a forthcoming monograph-length study (Gronn, in press). Despite these healthy indications of scholarly activity, O'Toole, Galbraith, and Lawler (2003) report an indifferent reception to their work on DL and claim that DL has been blargely ignored in the research literatureQ (p.251).…”

Section: The Possibility Of Distributed Leadershipmentioning

confidence: 99%

“…Relying on centralized leadership focused on an individual team leader has distinct limits of effectiveness, especially in dealing with complex adaptive changes. Others have wondered whether the attention accorded DL is a sign of an emerging postheroic phase of leadership (e.g., Gronn, 2002a) and even whether the notion of solo leadership has ever been valid historically (O'Toole et al, 2003). Ironically, it has recently been argued that teams have become the new organizational hero and that there is a bteam halo effectQ whereby teams tend to not be blamed for their failures (Naquin & Tynan, 2003).…”

Section: Remaining Issuesmentioning

confidence: 99%

Leadership capacity in teams

Day

Gronn

Salas

2004

The Leadership Quarterly

578

438

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“…Leaders must be mobilized down, across and throughout the organisation to realise the full benefits of massive institutional investments in online learning systems. This is well expressed by O'Toole, Galbraith, and Lawler (2003): "The lesson is this: The more interdependent the work of coleaders, the more input they should solicit from affected others and the more they need to coordinate between themselves" (p. 260), and reinforced by Conger and Pearce (2003): "Shared leadership is therefore an effective solution to a fundamental dilemma: No single individual possesses the capacity to effectively play all possible leadership roles within a group or organizational setting" (p. 285).…”

Section: Establishing Rationale and Contextmentioning

confidence: 93%

Leading the quality management of online learning environments in Australian higher education

Holt

Palmer

Munro

et al. 2013

AJET

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The paper presents the findings of the first year of a nationally funded Australian Learning and Teaching Council (ALTC) project on the quality management of online learning environments by and through distributed leadership. The project is being undertaken by five Australian universities with major commitments to online and distance education. Each university, however, has a distinctive location, history and profile in the sector. The first year of the project has seen the development of a quality management framework with six interrelated elements. The framework is being applied, refined and validated in the second year of the project. Allied with the development of the framework, was the conduct of focus groups at each of the five partner institutions in the middle of the first year. These focus groups composed a range of staff involved collectively in the leadership of the organisation's online learning environment. Prominence was given to the nature and value of strategic planning, due diligence conducted in selecting and mainstreaming technologies, evaluation approaches informing decision making, and the various relationships between different leadership levels and domains. A number of key issues which emerged relating to the elements identified in the framework are examined.

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The Promise and Pitfalls of Shared Leadership: When Two (or More) Heads are Better than One

Cited by 38 publications

References 0 publications

Top Management Team Shared Leadership and Organizational Ambidexterity: a Moderated Mediation Framework

Top Management Team Shared Leadership and Organizational Ambidexterity: a Moderated Mediation Framework

Leadership capacity in teams

Leading the quality management of online learning environments in Australian higher education

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