The future of leadership: combining vertical and shared leadership to transform knowledge work

By C. Pearce. IEEE Engineering Management Review, 2004

787 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/a52f21b373164a630f059d2ef202058ce030e204

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Cultural and societal influences on shared leadership in globally dispersed teams (2010, background): “It entails a simultaneous, ongoing, mutual influencing process within teams to maximize their potential as a whole (Houghton et al., 2003; Pearce, 2004; Pearce and Manz, 2005a,b).”
A Meta-Analysis of Shared Leadership: Antecedents, Consequences, and Moderators (2018, background): “It has been examined to be an important variable that influences shared leadership, like Pearce (2004) who found that a high level of task interdependence optimized the benefits of shared leadership.”
The importance of self‐ and shared leadership in team based knowledge work: A meso‐level model of leadership dynamics (2006, background): “27 on tasks involving greater integration and interconnectedness (Latané, Williams, & Harkins, 1979), and multiple and fluid leadership influence tactics are likely to be critical in interdependent tasks involving the display of leadership by multiple team members in order to take full advantage of ”
MODELING HOW TO GROW: AN INDUCTIVE EXAMINATION OF HUMBLE LEADER BEHAVIORS, CONTINGENCIES, AND OUTCOMES (2012, background): “…leadership—often used interchangeably with distributed leadership, team leadership, and democratic leadership—occurs when “all members of the team are fully engaged in the leadership of the team” and is most germane to the contexts that entail interdependence and complexity (Pearce, 2004: 48).”
Predictors of the emergence of transformational leadership in virtual decision teams (2009, background): “Thus, it is relevant to examine the leadership shown by the various members (Avolio & Kahai, 2003; Pearce, 2004; Shamir, 1997).”
Leadership in the Plural (2012, background): “In addition, Pearce (2004) and Pearce and Manz (2005) identified a series of conditions such as issue urgency, the need for employee commitment and creativity, the level of interdependence, and the degree of task complexity that justify the development of shared leadership.”
Collectivistic Leadership Approaches: Putting the “We” in Leadership Science and Practice (2012, background): “Science Shared leadership (e.g., Carson et al., 2007; Pearce, 2004; Pearce & Conger, 2003; Pearce et al., 2008) is an approach that views leadership as a shared responsibility among team members, where a team is viewed quite broadly, both formally and informally.”
Leadership efficacy: Review and future directions (2008, background): “Further, trust among leaders’ and followers’ capabilities might promote greater levels of shared leadership within and between organizational levels (Pearce, 2004).”
Toward a Contingency Model of Leadership and Psychological Empowerment: When Should Self-Leadership Be Encouraged? (2005, background): “…in a typology of leadership approaches originally presented by Manz and Sims (1991) and explicated and expanded by others (e.g., Goel, Manz, Neck, & Neck, 1995; Manz & Sims, 2001; Pearce, 2004; Pearce & Sims, 2002; Pearce, Sims, Cox, Ball, Schnell, Smith, & Trevino, 2003; Sims & Manz, 1996).”