Flow, Creativity, and Shared Leadership: Rethinking the Motivation and Structuring of Knowledge Work

Sharing is caring: Toward a model of proactive caring through shared leadership

“…A variety of studies have supported the idea that sharing leadership among organizational members can have a powerful effect on the collective performance of individual employees within interdependent contexts (Avolio, Jung, Murry, & Sivasubramaniam, 1996;D'Innocenzo, Mathieu, & Kukenberger, 2014;Hooker & Csikszentmihalyi, 2003;Pearce & Conger, 2003;Shamir & Lapidot, 2003;Wang et al, 2014). Yet, less is known about the process by which shared leadership influences other organizational phenomena such as caring for others.…”

Shared leadership theory

“…We agree that while a degree of responsibility for motivation rests with the top leader of any group or organization, this does not preclude the possibility of more motivation being created and engendered by managers and teammates who do not occupy formal roles of authority within a team. To wit, consider the case of knowledge workers (e.g., Hooker & Csikszentmihalyi, 2003), whose considerable expertise may form a highly desirable basis of power and leadership -which is consistent with Kerr & Jermier's (1978) articulation of substitutes for leadership -between peers in an effort to develop breakthrough products, processes, or services. On the other hand, consider the case of virtual teams -those that work from geographically dispersed locations.…”

Leadership Centrality and Corporate Social Ir-Responsibility (CSIR): The Potential Ameliorating Effects of Self and Shared Leadership on CSIR

“…While shared leadership is a relatively new concept in the organizational literature, there have been several rigorous studies of the phenomenon (Avolio et al, 1996;Ensley et al, 2006;Hooker and Csikszentmihalyi, 2003;Pearce, 1997;Pearce and Sims, 2002;Pearce et al, 2004;Shamir and Lapidot, 2003). The initial evidence, encompassing a wide variety of contexts, suggests that shared leadership can have a powerful effect on group and organizational outcomes, as outlined below.…”

“…The empirical evidence on shared leadership, thus far, has consistently linked it with positive organizational outcomes (Avolio et al, 1996;Ensley et al, 2006;Hooker and Csikszentmihalyi, 2003;Pearce, 1997;Pearce and Sims, 2002;Pearce et al, 2004;Shamir and Lapidot, 2003). The majority of the research has examined some dimension of performance.…”