Collective enactment of leadership roles and team effectiveness: A field study

Hiller, Nathan J.; Day, David V.; Vance, Robert J.

doi:10.1016/j.leaqua.2006.04.004

Cited by 277 publications

(292 citation statements)

References 34 publications

Supporting

Mentioning

265

Contrasting

Unclassified

Order By: Relevance

“…Also, authors often use different terms, or the same terms carrying different meanings, for this diffused leadership phenomenon, such as shared (Pearce and Conger 2003;Ensley et al 2006;Pearce et al 2008), collective (Hiller et al 2006), and dispersed (Konradt, 2014). For example, 'shared leadership' (SL) is used by Pearce et al (2008) as virtually interchangeable with 'decentralized' leadership, in contrast with 'vertical' or 'centralized' leadership (Pearce et al 2008: 355).…”

Section: Recent Research On Distributed Leadershipmentioning

confidence: 99%

“…The traditional view of leadership entails a top-down influence of the leaders on followers (Hiller et al 2006). As formal leaders are considered as the major conductors of leadership, they usually undertake relative functions and fulfill their responsibilities relating to the leader position.…”

Section: The Dimensions Of Distributed Leadershipmentioning

confidence: 99%

“…Teams whose members endorsed more collectivistic views exhibited higher levels of collective leadership (Hiller et al 2006). However, individualism is also considered to be compatible with collective participation (Edwards 2011).…”

Section: In Different Contextsmentioning

confidence: 99%

“…The terms used to describe DL models include shared leadership (Pearce and Conger 2003;Ensley et al 2006;Pearce et al 2008;Nicolaides et al 2014) and collective leadership (Hiller et al 2006). Shared leadership (SL), for example, is a widely used term in the USA, especially in nursing, medicine and psychology (Bolden 2011).…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Rethinking distributed leadership: dimensions, antecedents and team effectiveness

Feng

Hao

Iles

et al. 2017

LODJ

View full text Add to dashboard Cite

Purpose -Studies of distributed leadership (DL) are increasing, but are not systematic, often taking a normative position emphasizing the superiority of DL to solo leadership and using the term in an imprecise way. This paper aims to re-conceptualize DL and develop a systematic framework to identify dimensions of DL and their association with team effectiveness.Design/methodology/approach -Based on a comprehensive review of existing literature, this paper develops a framework of DL and team effectiveness by deriving eight research propositions. framework -to help build a foundation and guide further research on the relationships between DL and team performance.

show abstract

Section: Recent Research On Distributed Leadershipmentioning

confidence: 99%

Section: The Dimensions Of Distributed Leadershipmentioning

confidence: 99%

Section: In Different Contextsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Rethinking distributed leadership: dimensions, antecedents and team effectiveness

Feng

Hao

Iles

et al. 2017

LODJ

View full text Add to dashboard Cite

show abstract

“…For instance, notable writers in the field, Pearce and Conger [32] define "shared leadership" as "a dynamic, interactive influence process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals or both" (p. 1). The importance of this kind of leadership is supported by a range of other scholars [26,[33][34][35][36].…”

Section: Shared Distributed and Team Leadershipmentioning

confidence: 99%

Performing Leadership: Observations from the World of Music

Bathurst

Ladkin

2012

Administrative Sciences

View full text Add to dashboard Cite

This paper explores leadership as an emergent social process. We begin by discussing and contesting the tradition privileging linear management processes, and offer as a counterpoint accounts of distributed leadership out of which our focus on leadership as a plural process grows. Our concept of leadership as a plural process is enriched by an inquiry into musical ensembles with formal leaders as well as those which are leaderless that find ways of moving collectively towards shared goals. The specific issues that we explore are: personal preparation, expressing readiness to begin, establishing a way of operating, and dealing with unexpected problems as they arise. We conclude by speculating about how these elements could inform our understanding of how leadership arises from teams beyond the musical world.

show abstract

Leadership and Climate in a Psychologically Healthy Workplace

Nielsen

2014

Workplace Well‐being

View full text Add to dashboard Cite

Collective enactment of leadership roles and team effectiveness: A field study

Cited by 277 publications

References 34 publications

Rethinking distributed leadership: dimensions, antecedents and team effectiveness

Rethinking distributed leadership: dimensions, antecedents and team effectiveness

Performing Leadership: Observations from the World of Music

Leadership and Climate in a Psychologically Healthy Workplace

Contact Info

Product

Resources

About