Shared Leadership: Toward a Multi-Level Theory of Leadership

By C. Pearce, H. P. Sims. 2000

229 citations recorded by the source corpus.

Subfields: Experimental and Cognitive Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/ec565e048e7e44e49729850aea9e767beb499c45

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In Experimental and Cognitive Psychology

In Organizational Behavior and Human Resource Management

Citations in the corpus

Alternative Approaches for Studying Shared and Distributed Leadership (2011, unknown): “The domain of shared leadership is relatively small, cohesive and is dominated by a small number of overlapping writing partnerships between Manz and Sims (1987; 1989; 1991; 1993; 2001), Pearce and Sims (2000; 2002) Pearce and Manz (2005) and Pearce, Manz and Sims (2008; 2009).”
Shared Authentic Leadership and New Venture Performance (2012, methodology): “Examples of copyrighted items can be found on Mind Garden’s website.4 We modified items so as to apply a referent-shift composition model (Chan, 1998) that captures authentic leadership behaviors stemming from the team (as a whole), as opposed to a single individual (Pearce & Sims, 2000).”
Revisiting followership through a social identity perspective: the role of collective follower emotion and action (2013, background): “In this respect, followers may also be seen to share in leadership responsibilities and to exert influence over leadership outcomes (Ensley, Hmieleski, & Pearce, 2006; Pearce & Sims, 2000, 2002).”
Direction, alignment, commitment: Toward a more integrative ontology of leadership (2008, background): “…distinct from vertical leader competencies, including: engaging in lateral influence as an expectation of performance; accepting responsibility for providing and responding to leadership (influence) from peers; and therefore developing skills as both leader and follower (Pearce & Sims, 2000).”
Responsible Leadership: A Mapping of Extant Research and Future Directions (2015, background): “For example, shared leadership theories (e.g., Pearce and Conger 2002; Pearce and Sims 2001) emphasize nonpositional leadership within teams and hierarchies within organizations and focus on the process and interdependencies among the members of these teams and hierarchies.”
The importance of self‐ and shared leadership in team based knowledge work: A meso‐level model of leadership dynamics (2006, background): “This is consistent with Pearce and Sims’ (2000) assertion that shared leadership is more likely when group members are highly skilled in their assigned tasks; however, we assert that team members must also have the collective confidence that these skills are present and likely to be effective in…”