Top management team process, shared leadership, and new venture performance: A theoretical model and research agenda.

By Michael D. Ensley, Allison W. Pearson, C. Pearce. 2003

245 citations recorded by the source corpus.

Subfields: Gender Studies, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4397efa1cc97233291d80882880adfb13f9f9c91

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In Gender Studies

In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Entrepreneurial Team Cognition: A Review (2015, unknown): “In a similar vein, Ensley and Pearce (2001) label collective vision as the degree to which the entrepreneurial team holds a common mental model of the strategy of the organization (Ensley et al. 2003).”
A comparative study of new venture top management team composition, dynamics and performance between university-based and independent start-ups (2005, background): “Although cohe ion appears to be a requirement for effective t erformance, it is not, however, by itself a suffici xplanation of TMT performance (Ensley et al., 2003). ather, cohesion appears to be an integral part rray of factors (e.g., ability, experience, and other t ynamics) that jointly affect…”
Leadership’s Impact on Employee Engagement: Differences Among Entrepreneurs and Professional CEOs (2009, background): “Shared leadership The notion and importance of shared leadership, a new stream of leadership theory, emanated ironically from the critique on leadership theory and the belief that leadership may not have as much of an impact as all the interest in it would suggest (Ensley et al., 2003).”
Leadership Style and Team Processes in Self-Managed Teams (2008, background): “Ensley et al. (2003) noted that shared leadership enables a kind of interaction and socialization that is manifest in cohesion.”
Building an integrative model of small business growth (2009, background): “An important prerequisite to counteract these processes is that the intraorganizational networks are characterized by high levels of cohesion, shared leadership, and a common vision of the management team, which facilitate the development of small firms (Ensley et al. 2003).”