Dynamic Delegation: Shared, Hierarchical, and Deindividualized Leadership in Extreme Action Teams

By Katherine J Klein, John C. Ziegert, Andrew P. Knight, Yan Xiao. 2006

730 citations recorded by the source corpus.

Subfields: Gender Studies, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/8d9ab0072a7315c44465cd3bd6eeee80415d0ae1

How researchers see this paper

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

In Gender Studies

In Social Psychology

In Sociology and Political Science

Citations in the corpus

Top management team faultlines and firm performance: Examining the CEO-TMT interface (2017, positive): “Third, extant leadership research highlights the key role of team leaders in capitalizing on the diverse informational networks of subgroup members (Friedrich et al., 2009; Klein et al., 2006).”
How Does Leader Humility Influence Team Performance? Exploring the Mechanisms of Contagion and Collective Promotion Focus (2016, neutral): “…humble teams, the underlying task selection logic would likely be one of maximizing team achievements (i.e., a collective promotion focus) as opposed to other potential logics (e.g., assigning the most desirable tasks to group members with the highest status; Klein, Ziegert, Knight, & Xiao, 2006).”
Cultural and societal influences on shared leadership in globally dispersed teams (2010, background): “Shared leadership has been studied empirically in the context of new ventures' top management teams (Ensley et al., 2006), sales teams (Perry and Pearce, 1999), extreme action teams (Klein et al., 2006), and change management teams (Pearce and Sims, 2002).”
Examining the Differential Longitudinal Performance of Directive versus Empowering Leadership in Teams (2013, background): “…of various leadership approaches (e.g., Thompson & Vecchio, 2009), it has yet to examine the direct influence leaders have on the development process of teams or why empowering leadership may provide its promised benefits to teams over time (e.g., Klein et al., 2006; Yukl & Lepsinger, 2004).”
A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations (2016, methodology): “Kukenberger (2012) used a combination of network centralization and diversity indices of members’ contributions along multiple networks of leadership as an index of shared leadership.”
Rotating Leadership and Collaborative Innovation (2011, background): “Consistent with prior research (Klein et al., 2006), executives are crucial to fluctuating cascades.”
The Next Generation of Research on IS Use: A Theoretical Framework of Delegation to and from Agentic IS Artifacts (2021, background): “…and Karsten 2008; Jones and Karsten 2009; 17 Walsham 2002), but also the dynamics of delegation in that teams, tasks, and goals can frequently change or need to be adapted (Akinola et al. 2018; Klein et al. 2006; Leana 1986; Ribes et al. 2013; Schriesheim et al. 1998; Xiong Chen and Aryee 2007).”
Distributed Leadership in Higher Education: What Does It Accomplish? (2009, background): “Authors such as Leithwood et al. (2006), for example, argue that leader ship in schools is more effective (in terms of student learning outcomes) if distributed widely, and Klein et al. (2006) argue a similar case for ‘deindividualized’ shared leader ship in emergency medical teams.”
Speaking up in ad hoc multiteam systems: Individual-level effects of psychological safety, status, and leadership within and across teams (2014, background): “Similar arguments have been made by Klein et al. (2006) concerning their study on medical teams and by Lyndon and colleagues (2011) in their study investigating speaking up in nurses and physicians. that such a measure is not suitable if researchers are interested in studying the positive or…”