The importance of self‐ and shared leadership in team based knowledge work: A meso‐level model of leadership dynamics

By Michelle C. Bligh, C. Pearce, Jeffrey C. Kohles. 2006

347 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/c0ab75b3a531e3eef88d1e3ab597bc1e53d38261

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Citations in the corpus

Shared leadership: A state-of-the-art review and future research agenda (2018, positive): “They also found that task complexity moderated the effects of shared leadership on team effectiveness, such that the relationship was stronger when team tasks were more complex compared with when tasks were less complex (Bligh et al., 2006).”
Knowledge sharing and the psychological contract: Managing knowledge workers across different stages of employment (2007, positive): “Such employees may be motivated by opportunities of shared leadership wherein they are encouraged to lead themselves and share knowledge with peers in order to accomplish organizational innovation (Bligh et al ., 2006).”
The impact of organizational culture on the relationship between shared leadership and team proactivity (2012, background): “In shared leadership, influence is therefore fluid and often reciprocal, and team members take on the leadership tasks for which they are best suited or are most motivated to accomplish (Bligh et al., 2006).”
Learning orientation, organizational commitment and talent retention across generations (2008, background): “Organizational commitment and retention In the last 20 years, a multitude of studies has concentrated on organizational commitment (see Meyer et al., 1993; Bligh et al., 2006).”
Two decades of self‐leadership theory and research: Past developments, present trends, and future possibilities (2006, background): “Bligh et al. (2006) expand even further in this direction to examine the relationships between self- and shared leadership in the context of team-based knowledge work, presenting a model that links self- and shared leadership as important antecedents to knowledge creation in team-based environments.”
A Meta-Analysis of Different Forms of Shared Leadership–Team Performance Relations (2016, result): “This logic is consistent with some of the work by Pearce and colleagues (Bligh et al., 2006; Pearce & Sims, 2002), which suggests that as tasks become more complex, it is unlikely that a single person will have all of the necessary abilities to lead the team.”
Leadership in the Plural (2012, background): “Sharing Leadership for Team Effectiveness: Mutual Leadership in Groups Authors Research question Methodology Findings and contribution Bligh, Pearce, and Kohles (2006) Predictive: How does selfleadership influence the development of shared leadership in team?”
Are ethical theories relevant for ethical leadership (2012, background): “According to Bligh et al. (2006), shared leadership implies that behaviors are enacted by multiple individuals, regardless of their hierarchical position.”