Informal leadership, interaction, cliques and productive capacity in organizations: A collectivist analysis

Marion, Russ; Christiansen, Jon; Klar, Hans W.; Schreiber, Craig; Erdener, Mehmet Akif

doi:10.1016/j.leaqua.2016.01.003

Cited by 30 publications

(28 citation statements)

References 46 publications

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“…Several studies have also examined team behavioral processes that explain how shared leadership helps team succeed. Marion, Christiansen, Klar, Schreiber, and Erdener () found that team members' enactment of informal leadership helped teams absorb information flow and thus increased the team's productivity. Using a phenomena‐based simulation, Will () found that team members' participation in leadership roles resulted in higher team technical and adaptive capacities.…”

Section: Integrative Framework Of Shared Leadershipmentioning

confidence: 99%

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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Section: Integrative Framework Of Shared Leadershipmentioning

confidence: 99%

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

et al. 2018

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“…Collective leadership challenges our perceptions of leadership as an inherently individual attribute by arguing for the intrinsic value of followers as equally responsible for decision making, empowerment, and performance (Marion et al, 2016; Paunova, 2015; Sparrowe et al, 2001; White et al, 2016; Yang, 2006).…”

Section: Literature Review: a Renaissance In Collective Leadershipmentioning

confidence: 99%

Paradigm warriors: Advancing a radical ecosystems view of collective leadership from an Indigenous Māori perspective

Spiller

Wolfgramm

Henry³

et al. 2019

Human Relations

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Collective leadership is cast as a new and emerging paradigm. However, for many Indigenous communities, collective leadership has been a way of life through the millennia. Where mainstream models of collective leadership focus on what people do, think, and feel in the here and now, we argue such an approach ignores contributions of other generations. The Māori ecosystems view set out in this article positions a revolutionary departure from previous work on collective leadership because of the extraordinary set of relationships it encompasses, including those across generations and across living and non-living entities. Meeting this special issue’s call for innovative research methodologies, our work is informed by the ancient practice of wānanga, which challenges secular, reductionist, quantitative research. Wānanga traverses time and space and involves a quality of consciousness that brings forth an integrated collective intelligence. Inquiring into three watershed leadership moments, we show that collective Māori leadership is an ecosystem held together by activating a knowledge code, cultivating ties of affection, and working the tensions. Unlike the ‘new broom sweeps clean’ approach where incoming leaders tend to discard the work of predecessors, true collective leadership is an integrated ecosystem sustained from one generation of leadership to the next.

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“…Despite this lack of formally recognized time to undertake informal leadership tasks, the sample participants nonetheless persisted in undertaking the role. Marion, Christiansen, Klar, Schreiber, and Erdener (2016) speak to the importance of "complexity-aware administrators" enabling informal leaders:…”

Section: Question 3: Supporting Informal Leaders In Occupational Thermentioning

confidence: 99%

“…It is also evident from the participants' responses that much of that role participation occurs before or after work, in informal discussions, at lunches, and on an "as needed" basis depending on the personal, clinical, or professional need. While a number of studies (Fransen et al, 2015;Marion et al, 2016;Pielstick, 2000) speak to the value and relevance of informal leadership, it does not yet seem to be supported in provision of time or via recognition metrics and continues both in the literature and in practice to take a second place to more formally defined, titled, and recognized leadership structures.…”

Section: Question 3: Supporting Informal Leaders In Occupational Thermentioning

confidence: 99%

Informal Leadership in the Clinical Setting: Occupational Therapist Perspectives

Heard¹,

Scott²,

McGinn³

et al. 2018

The Open Journal of Occupational Therapy

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Informal leadership, interaction, cliques and productive capacity in organizations: A collectivist analysis

Cited by 30 publications

References 46 publications

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

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

Paradigm warriors: Advancing a radical ecosystems view of collective leadership from an Indigenous Māori perspective

Informal Leadership in the Clinical Setting: Occupational Therapist Perspectives

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