Shared Leadership: Reframing the Hows and Whys of Leadership"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." "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." "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."
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 | |
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 |
305 | |
7 Assessing Shared Leadership | 143 |
8 A Group Exchange Structure Approach to Leadership in Groups | 173 |
9 Shared Leadership in Work Teams | 193 |
315 | |
About the Contributors | 323 |
Other editions - View all
Shared Leadership: Reframing the Hows and Whys of Leadership Craig L Pearce,Jay A. Conger Limited preview - 2002 |
Shared Leadership: Reframing the Hows and Whys of Leadership Craig L Pearce,Jay A. Conger No preview available - 2002 |