The shared leadership of teams: A meta-analysis of proximal, distal, and moderating relationships

Nicolaides, Vias; LaPort, Kate; Chen, Tiffani R.; Tomassetti, Alan J.; Weis, Eric J.; Zaccaro, Stephen J.; Cortina, José M.

doi:10.1016/j.leaqua.2014.06.006

Cited by 290 publications

(468 citation statements)

References 127 publications

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“…Both studies revealed an overall positive relationship (ρ = .35 in Nicolaides et al and ρ = .34 in Wang et al). Nicolaides et al (2014) further showed that shared leadership had important effects on team performance over and above the effects of vertical leadership.…”

Section: Creative Brokersmentioning

confidence: 96%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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Further information on publisher's website:http://dx.doi.org/10. 1080/19416520.2015.1024502 Publisher's copyright statement:This is an Accepted Manuscript of an article published by Taylor Francis Group in The Academy of Management Annals on 27/02/2015, available online at: http://www.tandfonline.com/10. 1080/19416520.2015.1024502. Additional information: Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. AbstractVarious streams of organizational research have examined the relationship between creativity and leadership, albeit using slightly different names such as "creative leadership", "leading for creativity and innovation," and "managing creatives." In this article we review this dispersed body of knowledge and synthesize it under a global construct of creative leadership, which refers to leading others towards the attainment of a creative outcome.Under this unifying construct we classify three more narrow conceptualizations that we observe in the literature: facilitating employee creativity; directing the materialization of a leader's creative vision; and integrating heterogeneous creative contributions. After examining the contextual characteristics associated with the three conceptualizations, we suggest that they represent three distinct collaborative contexts of creative leadership. We discuss the theoretical implications of a multi-context framework of creative leadership, + The second and the third author contributed equally.

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Section: Creative Brokersmentioning

confidence: 96%

Creative Leadership: A Multi-Context Conceptualization

Mainemelis¹,

Kark²,

Epitropaki³

2015

The Academy of Management Annals

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“…Importantly, two other recent meta-analyses of shared leadership found similar results to Wang and her colleagues, lending further credence to their investigation. Specifically, D'Innocenzo, Mathieu, and Kukenberger (2014) published their meta-analysis in the Journal of Management, while the meta-analysis done by Nicolaides, LaPort, Chen, Tomassetti, Weis, Zaccaro, and Cortina (2014) was published in The Leadership Quarterly. Similarly, Pearce, Manz, and Sims (2014) published a book assessing qualitative studies conducted in 21 organizations and, once more, found results consistent with the findings of Wang and her colleagues, as well as those from the two meta-analyses mentioned above.…”

Section: Discussionmentioning

confidence: 99%

Shared Leadership in Practice: When Does it Work Best?

Pearce¹,

Wassenaar

2015

AMP

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“…Given a specific state of leader-task-context, we suppose that different dimensions of DL have different impacts on team effectiveness. Nicolaides et al (2014) have demonstrated that DL is positively related to team effectiveness. When the way of distributing authorities and responsibilities changes, the team will be confronted with varied challenges in coordinating team activities (Fitzgerald et al 2013), thus resulting in different team performance.…”

Section: Development Of the Ltc Framework: Implications For Performancementioning

confidence: 95%

“…According to Nicolaides et al (2014) and Fausing et al (2015), SL emerges when leadership behaviors are performed by multiple members of the team. These studies, all on small teams, come out of small-group research on 'empowerment' and 'self-directed teams' (SDTs) rather than executive-level research.…”

Section: Recent Research On Distributed Leadershipmentioning

confidence: 99%

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Rethinking distributed leadership: dimensions, antecedents and team effectiveness

Feng

Hao

Iles

et al. 2017

LODJ

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Purpose -Studies of distributed leadership (DL) are increasing, but are not systematic, often taking a normative position emphasizing the superiority of DL to solo leadership and using the term in an imprecise way. This paper aims to re-conceptualize DL and develop a systematic framework to identify dimensions of DL and their association with team effectiveness.Design/methodology/approach -Based on a comprehensive review of existing literature, this paper develops a framework of DL and team effectiveness by deriving eight research propositions. framework -to help build a foundation and guide further research on the relationships between DL and team performance.

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The shared leadership of teams: A meta-analysis of proximal, distal, and moderating relationships

Cited by 290 publications

References 127 publications

Creative Leadership: A Multi-Context Conceptualization

Creative Leadership: A Multi-Context Conceptualization

Shared Leadership in Practice: When Does it Work Best?

Rethinking distributed leadership: dimensions, antecedents and team effectiveness

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