Shared leadership in teams: An investigation of antecedent conditions and performance

By Jay B. Carson, Paul E. Tesluk, Jennifer A. Marrone. IEEE Engineering Management Review, 2007

1,375 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/05db7d99d9dc5bd46f5ea334cd5b835db3fa3fd0

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Communication

1. John E. Mathieu
2. Michael R. Kukenberger
3. Bradley L Kirkman
4. Lauren D’Innocenzo
5. Kathryn Cormican
6. Satish Kumar
7. Qiong Wu
8. Chi-Min Wu

In Organizational Behavior and Human Resource Management

1. R. Kark
2. O. Epitropaki
3. C. Mainemelis
4. Michael R. Kukenberger
5. Bradley L Kirkman
6. Lindred L. Greer
7. John E. Mathieu
8. Chi-Min Wu

In Social Psychology

1. R. Kark
2. Mustafa Sarkar
3. Michael R. Kukenberger
4. John E. Mathieu
5. O. Epitropaki
6. Bradley L Kirkman
7. D. Fletcher
8. C. Mainemelis

Citations in the corpus

• Collective psychological capital: Linking shared leadership, organizational commitment, and creativity (2018, background): “Different members lead the team at different stages or times, resulting in shifts or changes to the shared leadership paradigm (Carson et al., 2007).”
• The dysfunctions of power in teams: A review and emergent conflict perspective (2017, background): “For example, Carson, Tesluk, and Marrone (2007) found that higher levels of power dispersion, in the form of more centralized leadership (vs shared leadership), hurt the performance of student consulting teams.”
• “I’m Not Mopping the Floors, I’m Putting a Man on the Moon”: How NASA Leaders Enhanced the Meaningfulness of Work by Changing the Meaning of Work (2018, background): “Scholars have suggested that a common goal triggers social contagion by causing people to band together (Carson, Tesluk, and Marrone, 2007) and increases coordination by providing a shared point of reference (Carton, Murphy, and Clark, 2014).”
• Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, neutral): “Using network density as a measure, empirical evidence points to a link between distributed leadership and team performance (Carson et al. 2007; Ensley et al. 2006).”