Shared Leadership: Reframing the Hows and Whys of Leadership

Front Cover
SAGE, Dec 20, 2002 - Business & Economics - 344 pages

"Shared Leadership offers a much-needed shift in our thinking about how leadership happens in teams and organizations. Pearce and Conger have brought together a diverse group of authors who collectively offer a comprehensive view of developing, implementing, and studying shared leadership in organizations. This volume is sure to fulfill its goal of "jump-starting" our knowledge of the shared leadership phenomenon."
--Cynthia D. McCauley, Ph.D., Vice President, Leadership Development, Center for Creative Leadership

"How leadership is shared in teams and organizations is an important subject, but one that has received little attention in most of the leadership literature. This timely book provides a rich and varied perspective on the subject. The highly qualified collection of scholars provide a good theoretical foundation to guide the future study of shared leadership."
--Gary Yukl, State University of New York at Albany

"The time is as ripe as ever for a new paradigm of leadership that the authors simply call ′shared leadership.′ This timely volume effectively ′jumpstarts′ our knowledge of this emerging field by presenting a number of critical perspectives examining shared leadership using conceptual, empirical, and applied lenses."
--Joe Raelin, Asa. S. Knowles Chair of Practice-Oriented Education, Northeastern University, and author of Creating Leaderful Organizations: How to Bring Out Leadership in Everyone


"This volume redefines the essence of leadership. Pearce and Conger have assembled a cast of ′scholar-entrepreneurs′ whose pioneering work firmly establishes the theoretical foundations for the study of leadership now and well into the future. This book is a must read for anyone interested in leadership in the age of teamwork."
--Henry P. Sims, University of Maryland

In recent years, scholars have argued that leadership is an activity shared or distributed among members of a group or organization. This line of thinking is gaining attention among leadership scholars, yet our understanding of the dynamics and opportunities for shared leadership is still quite primitive. Given the infancy of the field, it is timely to introduce a volume on the subject that significantly enhances our knowledge.Shared Leadership: Reframing the Hows and Whys of Leadership brings together the foremost thinkers on the subject and is the first book of its kind to address the conceptual, methodological, and practical issues for shared leadership. Its aim is to advance understanding along many dimensions of the shared leadership phenomenon: its dynamics, moderators, appropriate settings, facilitating factors, contingencies, measurement, practice implications, and directions for the future. The volume provides a realistic and practical discussion of the benefits, as well as the risks and problems, associated with shared leadership. It will serve as an indispensable guide for researchers and practicing managers in identifying where and when shared leadership may be appropriate for organizations and teams.

Edited by leading authorities Craig L. Pearce and Jay A. Conger, with contributions from the top experts in the field, Shared Leadership is an ideal text for management, education, and communication courses in leadership, teamwork, organizational behavior, and small groups. In addition, practicing consultants will find this an invaluable reference in their leadership and team development programs.

 

Contents

1 All Those Years Ago
1
CONCEPTUAL MODELS OF SHARED LEADERSHIP
19
2 Shared Leadership
21
3 Toward a Model of Shared Leadership and Distributed Influence in the Innovation Process
48
4 Can Team Members Share Leadership?
77
5 The Role of Shared Cognition in Enabling Shared Leadership and Team Adaptability
103
6 SelfLeadership and Super Leadership
123
METHODOLOGICAL ISSUES IN THE STUDY OF SHARED LEADERSHIP
141
THE STUDY OF SHARED LEADERSHIP IN APPLIED SETTINGS
215
10 Flow Creativity and Shared Leadership
217
11 Shared Leadership in the Management of Group Boundaries
235
12 The Promise and Pitfalls of Shared Leadership
250
CRITIQUE OF SHARED LEADERSHIP THEORY
269
13 Leadership
271
14 A Landscape of Opportunities
285
Author Index
305

7 Assessing Shared Leadership
143
8 A Group Exchange Structure Approach to Leadership in Groups
173
9 Shared Leadership in Work Teams
193
Subject Index
315
About the Contributors
323
Copyright

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About the author (2002)

Craig Pearce is an Assistant Professor of Management at The Peter F. Drucker Graduate School of Management at Claremont Graduate University. He received his Ph.D. at the University of Maryland. He won the Center for Creative Leadership’s Walter F. Ulner Applied Research Award in 1998 for work in the area of shared leadership.

Jay Conger is Professor and Chairman of the Leadership Institute at USC. Prior to joining USC, he taught on the faculties of Harvard, INSEAD, and McGill. He has published four books, including one with Sage on charismatic leadership that won a CHOICE award in 1998. In addition, he has published extensively in the major academic journals

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