Shared leadership A state-of-the-art review and future research agenda
The traditional “great man” approaches to leadership emphasize qualities of individual leaders for leadership success. In contrast, a rapidly growing body of research has started to examine shared leadership, which is broadly defined as an emergent team phenomenon whereby leadership roles and influe...
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| Published in | Journal of organizational behavior Vol. 39; no. 7; pp. 834 - 852 |
|---|---|
| Main Authors | , , , |
| Format | Journal Article |
| Language | English |
| Published |
Chichester
Wiley (Variant)
01.09.2018
Wiley Periodicals Inc |
| Subjects | |
| Online Access | Get full text |
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| Abstract | The traditional “great man” approaches to leadership emphasize qualities of individual leaders for leadership success. In contrast, a rapidly growing body of research has started to examine shared leadership, which is broadly defined as an emergent team phenomenon whereby leadership roles and influence are distributed among team members. Despite the progress, however, the extant literature on shared leadership has been fragmented with a variety of conceptualizations and operationalizations. This has resulted in little consensus regarding a suitable overarching theoretical framework and has undermined developing knowledge in this research domain. To redress these problems, we provide a comprehensive review of the growing literature of shared leadership by (a) clarifying the definition of shared leadership; (b) conceptually disentangling shared leadership from other theoretically overlapping constructs; (c) addressing measurement issues; and (d) developing an integrative framework of the antecedents, proximal and distal consequences, and boundary conditions of shared leadership. We end our review by highlighting several new avenues for future research. |
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| AbstractList | The traditional “great man” approaches to leadership emphasize qualities of individual leaders for leadership success. In contrast, a rapidly growing body of research has started to examine shared leadership, which is broadly defined as an emergent team phenomenon whereby leadership roles and influence are distributed among team members. Despite the progress, however, the extant literature on shared leadership has been fragmented with a variety of conceptualizations and operationalizations. This has resulted in little consensus regarding a suitable overarching theoretical framework and has undermined developing knowledge in this research domain. To redress these problems, we provide a comprehensive review of the growing literature of shared leadership by (a) clarifying the definition of shared leadership; (b) conceptually disentangling shared leadership from other theoretically overlapping constructs; (c) addressing measurement issues; and (d) developing an integrative framework of the antecedents, proximal and distal consequences, and boundary conditions of shared leadership. We end our review by highlighting several new avenues for future research. Summary The traditional “great man” approaches to leadership emphasize qualities of individual leaders for leadership success. In contrast, a rapidly growing body of research has started to examine shared leadership, which is broadly defined as an emergent team phenomenon whereby leadership roles and influence are distributed among team members. Despite the progress, however, the extant literature on shared leadership has been fragmented with a variety of conceptualizations and operationalizations. This has resulted in little consensus regarding a suitable overarching theoretical framework and has undermined developing knowledge in this research domain. To redress these problems, we provide a comprehensive review of the growing literature of shared leadership by (a) clarifying the definition of shared leadership; (b) conceptually disentangling shared leadership from other theoretically overlapping constructs; (c) addressing measurement issues; and (d) developing an integrative framework of the antecedents, proximal and distal consequences, and boundary conditions of shared leadership. We end our review by highlighting several new avenues for future research. |
| Author | Zhu, Jinlong Liao, Zhenyu Yam, Kai Chi Johnson, Russell E. |
| Author_xml | – sequence: 1 givenname: Jinlong surname: Zhu fullname: Zhu, Jinlong – sequence: 2 givenname: Zhenyu surname: Liao fullname: Liao, Zhenyu – sequence: 3 givenname: Kai Chi surname: Yam fullname: Yam, Kai Chi – sequence: 4 givenname: Russell E. surname: Johnson fullname: Johnson, Russell E. |
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| PublicationTitle | Journal of organizational behavior |
| PublicationYear | 2018 |
| Publisher | Wiley (Variant) Wiley Periodicals Inc |
| Publisher_xml | – name: Wiley (Variant) – name: Wiley Periodicals Inc |
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| Snippet | The traditional “great man” approaches to leadership emphasize qualities of individual leaders for leadership success. In contrast, a rapidly growing body of... Summary The traditional “great man” approaches to leadership emphasize qualities of individual leaders for leadership success. In contrast, a rapidly growing... |
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| SubjectTerms | framework Leadership Literature reviews Measurement Organizational behavior Organizational change Participatory management review shared leadership Teams THE JOB ANNUAL REVIEW |
| Subtitle | A state-of-the-art review and future research agenda |
| Title | Shared leadership |
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