A meta-analysis of shared leadership and team effectiveness.

By Danni Wang, David A. Waldman, Zhen Zhang. Journal of Applied Psychology, 2014

679 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/1b3ee81857c41cb08127281f1d0afdc049d58a8d

How researchers see this paper

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

In Organizational Behavior and Human Resource Management

1. R. Kark
2. O. Epitropaki
3. C. Mainemelis
4. Michael S. Cole
5. Jeremy B. Bernerth
6. H. J. Walker
7. Erik C. Taylor
8. Kathryn Cormican

In Social Psychology

1. R. Kark
2. O. Epitropaki
3. C. Mainemelis
4. H. J. Walker
5. Erik C. Taylor
6. Kathryn Cormican
7. Qiong Wu
8. Guoquan Chen

Citations in the corpus

• A Meta-Analysis of Shared Leadership: Antecedents, Consequences, and Moderators (2018, methodology): “Previous meta-analyses (Nicolaides et al., 2014; D. Wang et al., 2014) asserted that shared leadership–team outcomes relations are reduced when using more objective indices.”
• Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, neutral): “Transformational leaders, in particular, place emphasis on ‘ a new vision ’ and have a ‘ shared ’ orientation with their employees (Wang, Waldman, and Zhang 2014) rather than in fl uencing them in traditional ways.”
• Creative Leadership: A Multi-Context Conceptualization† (2015, background): “Two recent meta-analyses (Nicolaides et al., 2014; Wang et al., 2014) have attempted to integrate studies on various collective leadership forms under the common umbrella of “shared leadership in teams” and further examined its relationship to team effectiveness.”