Shared leadership theory

By C. Pearce, Jay A Conger, Edwin A. Locke. 2007

278 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/f08cb4bd91341162b7734cfcc408db71ee66eaa5

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Jean-Louis Denis
2. Vishal K. Gupta
3. Ann Langley
4. Suman Niranjan
5. Rui Huang
6. Viviane Sergi
7. Alan Bryman

Citations in the corpus

• Leadership in the Plural (2012, background): “Specific behaviors of leaders influence the potential of vertical and shared leadership Pearce, Conger, and Locke (2007) Normative: What are the respective roles of individual and shared leadership in organizations?”
• Alternative Approaches for Studying Shared and Distributed Leadership (2011, unknown): “However, the role of formally appointed leadership has been hotly debated within the field (Pearce et al. 2008).”
• Top management team faultlines and firm performance: Examining the CEO-TMT interface (2017, unknown): “Pearce, Conger, and Locke (2007) suggested that leaders who are able to move from a vertical- to a shared-leadership orientation are those who can mostly benefit from the diversity of skills and knowledge in the group.”
• A Longitudinal Examination of the Relationship Between Team Leadership and Performance (2010, background): “Leadership (Avolio et al., 2009), especially team leadership (Pearce et al., 2007), has been linked to better team performance for some time.”