Collective Enactment of Leadership Roles and Team Effectiveness: A Field Study

By N. Hiller, D. Day, Robert J. Vance. 2006

379 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management, Radiological and Ultrasound Technology

View Paper: https://www.semanticscholar.org/paper/77a1a77f0d67f38f40677c607af02a021733ecfe

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

In Radiological and Ultrasound Technology

Citations in the corpus

Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes (2010, background): “For example, in addition to their findings related to structuring and planning, Hiller et al. (2006) also found that winter road teams that engaged in a collective process of peer-to-peer coaching and mentoring were more effective than teams who did not engage in these leadership functions.”
Shared leadership: A state-of-the-art review and future research agenda (2018, positive): “Although most studies that adopted this approach have investigated sharing a specific leadership, a handful of empirical studies have also used the aggregation approach to investigate sharing overall leadership, including multiple leadership functions or styles (e.g., M. A. Drescher et al., 2014; Hi”
Leadership in the Plural (2012, background): “Another influence is Hollander’s work, which put forward the idea that leadership may be the property of a group (Hollander & Julian, 1969). By paying close attention to followers, Hollander and Julian’s leadership conception can be seen as an antecedent to numerous leadership studies; however, it i”
Creative Leadership: A Multi-Context Conceptualization† (2015, background): “Hiller, Day, and Vance (2006) proposed a four-dimensional typology of roles, that is, planning and organizing, problem-solving, support and consideration, developing and mentoring.”
Leadership styles and group organizational citizenship behavior across cultures (2007, background): “Hiller et al. (2006) studied the effects of PD on team relations, and demonstrate that shared leadership occurs more under”
A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations (2016, background): “Notably, teams often varied greatly in size within the same study (Mehra et al., 2006, ranges from 6 to 22; Berkowitz, 1953, ranges from 5 to 17; Cashman, 2008, ranges from 3 to 20; Ensley et al., 2006, ranges from 2 to 6; Hiller et al., 2006, ranges from 3 to 13).”
A Longitudinal Examination of the Relationship Between Team Leadership and Performance (2010, background): “Visual analysis of leadership network diagrams 28 sales teams of a financial services firm Hiller, Day, and Vance (2006) Collective leadership refers to the interaction of team members to lead the team by sharing leadership responsibilities.”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, methodology): “Hiller et al. (2006) found that collective leadership enactment, which included variables such as planning and organizing, positively predicted supervisor-rated team performance. Mathieu and Schulze (2006) employed an episodic model of team processes and found that dynamic planning (i.”