A Landscape of Opportunities: Future Research on Shared Leadership

By Jay A Conger, C. Pearce. 2003

154 citations recorded by the source corpus.

Subfields: Marketing, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d0789850582358f3bdb797c1565390c89336eead

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Citations in the corpus

Development and Validation of Scores on the Distributed Leadership Inventory (2009, methodology): “The second approach of Conger and Pearce (2003) is the group as a sum of its parts.”
Predictors of the emergence of transformational leadership in virtual decision teams (2009, background): “As such, even in the shared leadership environment exemplified by VTs, individual leadership qualities do matter, and individual leaders may emerge (cf., Conger & Pearce, 2003; Pearce, Yoo, & Alavi, 2004; Shamir, 1997).”
Shared leadership theory (2007, background): “What is needed at this stage in the field's development is more empirical research to explore how best to operationalize and test shared leadership (see Conger and Pearce, 2003 for a description of alternativemethods).”
Sensegiving and the role of cognitive shifts in the work of leadership (2008, background): “As one review stated, “the field of shared leadership holds remarkable opportunities for researchers in the future” (Conger & Pearce, 2003, p. 301).”
The Influence of Distributed Leadership on Teachers’ Organizational Commitment: A Multilevel Approach (2009, methodology): “Based on the scores of the previously mentioned scales, we calculated two new variables to receive a general view on the amount and the distribution of the leadership functions within the leadership team (Conger & Pearce, 2003; Mayo, Meindl, & Pastor, 2003).”
Collaborative Leadership Effects on School Improvement: Integrating Unidirectional- and Reciprocal-Effects Models (2010, background): “First, the study conceptualized leadership as a collaborative process aimed at building the school’s capacity for improvement (Barth, 2001; Conger & Pearce, 2003; Fullan, 2001; Gronn, 2002).”
Understanding and improving teamwork in organizations: a scientifically based practical guide (2015, background): “…on face-to-face teams, there have been promising findings supporting the idea that sharing leadership in teams can facilitate effective teamwork and enhance team performance (Balkundi & Harrison, 2006; Carson, Tesluk, & Marrone, 2007; Conger & Pearce, 2003; Mehra, Smith, Dixon, & Robertson, 2006).”
Distributed leadership in teams: The network of leadership perceptions and team performance. (2006, background): “It is resource intensive and “quite burdensome” on respondents (Conger & Pearce, 2003: 298).”
Job Search and Voluntary Turnover in a Boundaryless world: a Control Theory Perspective (2011, background): “This notion is consistent with Seibert, Kraimer, and Crant’s (2001) finding of a positive relationship between proactive personality and the initiation of behaviors designed to promote one’s career.”
Shared leadership: A state-of-the-art review and future research agenda (2018, unknown): “Third, team characteristics and composition may be important antecedents of shared leadership (Conger & Pearce, 2003).”