Exploring antecedents and outcomes of shared leadership in a creative context: A mixed-methods approach

Serban, Andra; Roberts, Ashley James Byron

doi:10.1016/j.leaqua.2016.01.009

Cited by 117 publications

(137 citation statements)

References 62 publications

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“…The majority of studies in this review (73%) rely on quantitative research designs, suggesting that the dominant epistemological position within this field to date has been positivist. This reflects Serban and Roberts (, p. 195) recent comments that SL as a research area ‘remains largely a quantitative domain’. Adopting Grint's () perspective, this paper concurs with the view that leadership is primarily a social phenomenon that relies on the subjective interpretations of followers, and thus an interpretive epistemological position is needed to complement the quantitative work in the field.…”

Section: Dominant Theoretical Framework and Measurement Approachesmentioning

confidence: 56%

“…The implication here is that the opportunity for SL decreases, as tasks become more independent (Pearce and Sims ). Extending these findings, Serban and Roberts (, p. 184) add that task cohesion, which they define as ‘a group's shared attraction and commitment to the group goal’ is also a predictor of SL in a creative task context. Others explored trust, team collectivism (Small and Rentsch ) and team potency (Boies et al .…”

Section: Framework Of Current Researchmentioning

confidence: 96%

“…locus of control, tenure, expertise). Similarly, in the broader organizational environment, interventions such as training programmes that focus on mutual skill development (Wood ) or the availability of financial rewards or recognition (Serban and Roberts ) could influence the emergence of SL, but are untested. Furthermore, the impact of national or organizational culture on shaping the behaviours of individuals in relation to SL may be important.…”

Section: Framework Of Current Researchmentioning

confidence: 99%

“…While these findings are encouraging, however, others add a note of caution (Fausing et al . ; Serban and Roberts ) suggesting that the positive relationship between SL and team performance is not necessarily straightforward. Chreim (, p. 538), for instance, warns that sharing leadership roles can be disadvantageous when it creates an ‘overcrowded leadership space’ where role overlap can result in redundant effort.…”

Section: Framework Of Current Researchmentioning

confidence: 99%

“…Shared purpose, social support, voice (Carson et al 2007); trust (Small and Rentsch 2010); team potency (Boies et al 2010); task interdependence (Fausing et al, 2015); task cohesion (Serban and Roberts 2016).…”

Section: Internal Team Environmentmentioning

confidence: 99%

See 4 more Smart Citations

Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes

Sweeney

Clarke

Higgs

2018

Int J Management Reviews

119

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The importance of context has been well established in studies of leadership (Bryman, A. and Stephens, M. (1996). The importance of context: qualitative research and the study of leadership. Leadership Quarterly, 7, pp. 353–371; Pettigrew, A. and Whipp, R. (1991). Managing Change for Competitive Success. Oxford: Blackwell). However, recent reviews of shared leadership have tended to merge findings across commercial and non‐commercial settings, disregarding contextual differences in these distinctive domains. Acknowledging that the challenges of leadership may vary in different organizational contexts, this paper argues that a focused review of shared leadership in commercial organizations (COs) is needed. The authors thus systematically review findings from over twenty years of empirical research on the practice of shared leadership in commercial organizations, critically reviewing definitions, theoretical dispositions and measurement approaches adopted in the field, before evaluating the impact of shared leadership on performance in this context. Findings from commercial and non‐ commercial organizations are then compared, highlighting significant differences in the conceptualization of shared leadership in these distinct settings. Contributing to theory in this field, a framework is developed, mapping the landscape of current research in commercial contexts, revealing critical gaps in our present understanding of shared leadership processes. Consequently, a model summarizing a proposed research agenda for future studies is provided, highlighting the need for such research to focus on the interactions of individuals as they share in the leadership of their team.

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Section: Dominant Theoretical Framework and Measurement Approachesmentioning

confidence: 56%

Section: Framework Of Current Researchmentioning

confidence: 96%

Section: Framework Of Current Researchmentioning

confidence: 99%

Section: Framework Of Current Researchmentioning

confidence: 99%

Section: Internal Team Environmentmentioning

confidence: 99%

See 3 more Smart Citations

Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes

Sweeney

Clarke

Higgs

2018

Int J Management Reviews

119

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Leading Networks Effectively: Literature Review and Propositions

Wind

Klaster²,

Wilderom

2021

J of Leadership Studies

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A literature review is presented on the modes of effective network leadership within and between organizations. In total, 163 published studies, both empirical and conceptual, were parsed with regard to definitions, contexts, antecedents, and outcomes, leading to four propositions. A continuum of network leadership concepts, including shared and distributed leadership, is projected on two axes: one for the (individual actor and collective level) antecedents and one for the (type of desired) outcomes of network leadership. The new two‐by‐two model distinguishes four distinct network leadership roles: connecting, coaching, catalyzing, and consulting. The 4C network leadership model offers a set of practical roles and associated behavioral styles in different situations. Context‐moderated propositions conclude the review, to guide future empirical research on effective interorganizational and intraorganizational network leadership.

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Shared leadership: A state‐of‐the‐art review and future research agenda

et al. 2018

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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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Exploring antecedents and outcomes of shared leadership in a creative context: A mixed-methods approach

Cited by 117 publications

References 62 publications

Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes

Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes

Leading Networks Effectively: Literature Review and Propositions

Shared leadership: A state‐of‐the‐art review and future research agenda

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