Shared Leadership: Reframing the Hows and Whys of Leadership

By M. Merry. 2004

947 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/b229f95fe1a2f2c8d1e0969cbd7396fbcf400ce5

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

Citations in the corpus

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.”
The moderating effect of environmental dynamism on the relationship between entrepreneur leadership behavior and new venture performance (2006, background): “An entrepreneurial episode (e.g., starting a new venture, or spinning off a business), thus, cannot occur without the exploitation of an opportunity, which first must be identified.”
Strategic agency and institutional change: investigating the role of universities in regional innovation systems (RISs) (2017, background): “In PBL, shared leadership (Pearce & Conger, 2003) sees many different independent actors exercise mutual influence to agree and deliver collective goals.”
Creative Leadership: A Multi-Context Conceptualization† (2015, neutral): “…recently that systematic empirical attention has been paid on collective leadership forms (Denis et al., 2001; Denis, Langley, & Sergi, 2012; Friedrich, Vessey, Schuelke, Ruark, & Mumford, 2009; Nicolaides et al., 2014; Pearce & Conger, 2003; Yammarino, Salas, Serban, Shirreffs, & Shuffler, 2012).”
Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes (2010, background): “…(Druskat & Wheeler, 2003), how traditional leadership theories such as transformational leadership theory operate in a team context (Chen, Kirkman, Kanfer, Allen, & Rosen, 2007; Eisenbeiss, van Knippenberg, & Boerner, 2008; Schaubroeck, Lam, & Cha, 2007), the role of dynamic delegation leadership…”
Top Management Team Behavioral Integration and the Performance of Service Organizations (2008, background): “Shared leadership (Pearce & Conger, 2003) is a process by which leadership relies on a dynamic exchange of lateral influence among peers rather than vertical leadership (top–down) shaped by a single leader (Cox, Pearce, & Perry, 2003).”
Leadership in the Plural (2012, background): “Bryman (1996) and Pearce and Conger (2003) linked the emergence of research on plural forms of leadership to concepts such as superleadership (e.g. Manz & Sims, 1991), self-leadership (e.g. Kouzes & Posner, 1993), and empowerment (Conger & Kanungo, 1988).”
What Have We Learned That Is Critical in Understanding Leadership Perceptions and Leader-Performance Relations? (2014, background): “As Shamir (2007) stressed, leaders and followers are coproducers of leadership, and in many effective collaborations, leadership is shared and distributed among multiple people (Pearce & Conger, 2003).”
Responsible Leadership: A Mapping of Extant Research and Future Directions (2015, background): “…interactive influence process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals or both’’ (Pearce and Conger 2002, p. 1) Global leadership stakeholders across organizational, national, and cultural boundaries ‘‘……”
Work stress and leadership development: The role of self-leadership, shared leadership, physical fitness and flow in managing demands and increasing job control (2007, background): “Shared leadership refers to a dynamic and interactive influence process among members who lead one another to help reach the goals of the group or organization (Pearce & Conger, 2003).”
The evolutionary psychology of leadership (2014, background): “Recent studies show that shared leadership can improve employee satisfaction, team productivity, and prosocial behavior in the workplace (Pearce & Conger, 2003; Wassenaar & Pearce, 2012).”
Impact of dual executive leadership dynamics in creative organizations (2009, background): “…journalsPermissions.nav The Tavistock Institute ® http://hum.sagepub.com (2007) and proponents of shared or multiple leadership (Pearce & Conger, 2003a) provided the arguments in favour of unitary executive leadership: organizations need a single person to generate a…”