When Two (or More) Heads are Better Than One: The Promise and Pitfalls of Shared Leadership

By J. O'toole, Jay R. Galbraith, E. Lawler. 2002

249 citations recorded by the source corpus.

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Leadership Style and Team Processes in Self-Managed Teams (2008, background): “The resistance to shared leadership “stems from thousands of years of cultural conditioning . . . in the popular mind, leadership is always singular” (O’Toole et al., 2002, p. 65).”
Between Person and Person: Dialogical Pedagogy in Authentic Leadership Development (2014, background): “Exploring the task of building leadership teams, O’Toole, Galbraith, and Lawler (2002) found that chemistry (i.e., successful interpersonal connection) is considered to be an important selection criterion by mangers and business boards when assembling leadership teams.”
Leadership in the Plural (2012, background): “Some of these contributions are more practitioner oriented, drawing lessons from experience presented in the form of vignettes (Heenan & Bennis, 1999; O’Toole et al., 2002) or comparing contemporary examples with the principles of the Roman consular system (Sally, 2002; Table 3).”
Cultural and societal influences on shared leadership in globally dispersed teams (2010, background): “Practitioner-oriented works focus on shared leadership in general (O'toole et al., 2002), on the context of knowledge work (Pearce, 2004), and strategic alliances (Judge and Ryman, 2001).”