Is Shared Leadership the Key to Responsible Leadership?

Pearce, Craig L.; Wassenaar, Christina L.; Manz, Charles C.

doi:10.5465/amp.2014.0017

Cited by 86 publications

(63 citation statements)

References 41 publications

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“…Recently, collective forms of leadership such as distributed or shared leadership have gained much attention in organizational behavior literature (Denis et al 2012;D'Innocenzo et al 2014;Pearce et al 2014;Wang et al 2014). HR practitioners and organizational behavior researchers observed that nowadays the solely individualistic, leader-centered approaches are not so appropriate anymore.…”

Section: Introductionmentioning

confidence: 99%

Distributed Leadership Agency and Its Relationship to Individual Autonomy and Occupational Self-Efficacy: a Two Wave-Mediation Study in Denmark

2017

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The purpose of the present study is the investigation of distributed leadership agency (DLA). DLA is an activity-based concept, which is defined as employees' active participation in leadership tasks. By combining a descriptive and a normative approach DLA has the potential of real employee empowerment. It can protect from arbitrary managerial power and lead to employees' personal development through sharing organizational resources, influencing leadership activities and joint decision making in companies. The study examines individually perceived autonomy as an antecedent and employees' occupational self-efficacy as an outcome of DLA over time. Furthermore, the study tests the mediating role of DLA on the autonomy -selfefficacy relationship. The two-wave study applied an online survey in a Danish municipality with a time lag of seven months. We used regression analyses for testing the cross-sectional as well as cross-lagged relationships and an autoregressive model for analyzing the half-longitudinal mediation. The results revealed a significant positive effect of DLA on employees' occupational self-efficacy cross-sectionally at Time 1 (n = 117) and Time 2 (n = 67), as well as cross-lagged (n = 67). The cross-sectional and cross-lagged findings also support a significant positive impact of autonomy on DLA. However, DLA only mediated the autonomy-self-efficacy relationship cross-sectionally, but not over time. Computed alternative causal models corroborate the proposed direction of our hypothesized relationships. These results provide first evidence that structural features such as autonomy are timely prior to action-related behavior (DLA), and that participating in leadership tasks enhances employees' occupational self-efficacy.

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Section: Introductionmentioning

confidence: 99%

Distributed Leadership Agency and Its Relationship to Individual Autonomy and Occupational Self-Efficacy: a Two Wave-Mediation Study in Denmark

2017

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“…Pearce, Wassenaar, and Manz [27] emphasized that shared leadership results in a more engaged workforce and makes the workforce more effective as a direct result of having multiple leaders available.…”

Section: Shared Leadership and Team Work Engagementmentioning

confidence: 99%

“…Shared leadership, as a group-level construct and a team property [7], is expected to foster positive [27] supported the concept of shared leadership but also acknowledge the need for a hierarchical underlying background structure. That is, study results on the relations between shared leadership and team performance are not harmonized and need to be reconciled through additional research.…”

Section: Introductionmentioning

confidence: 99%

Impact of Shared Leadership on Team Work Engagement: Focusing on the Mediating Role of Team Positive Psychological Capital and the Moderating Role of Task Characteristics

Yoo¹,

Oh²

2016

The Journal of the Korea Contents Association

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“…In addition, if CSR studies have ignored the role of business leaders in the formulation and implementation of socially responsible initiatives (Waldman and Siegel, 2008, p. 117), it should come as no surprise that very few studies have focussed on the analysis of the antecedents, at the individual level, of CSIR. In the field of psychology and moral behaviour, factors have been studied, such as morality and type of leadership, that exert a positive influence on the occurrence of CSIR (Pearce and Manz, 2011;Pearce et al, 2014). A recent study by Grijalva and Harms (2014) further suggests that narcissism could be an antecedent of CSIR.…”

Section: Conclusion and Future Lines Of Researchmentioning

confidence: 99%

“…Although these works propose some management characteristics as antecedents of CSIR, the scarcity surprises. In our opinion, we point out the urgent need to study, based on upper echelons theory (Hambrick and Mason, 1984), the influence of company management behaviours in CSIR, since they are the corporate elites who are ultimately responsible for the behaviours and actions of the organization they lead (Armstrong and Green, 2013;Pearce et al, 2014).…”

Section: Conclusion and Future Lines Of Researchmentioning

confidence: 99%

Corporate social irresponsibility: review and conceptual boundaries

Riera

Iborra

2017

EJMBE

105

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Purpose The purpose of this paper is to carry out a review of the academic literature about corporate social irresponsibility (CSIR) highlighting aspects that help us to define socially irresponsible behaviour and its relationship with socially responsible behaviour. Design/methodology/approach Through a Boolean search of studies related to terms of irresponsibility undertaken from 1956 to October 2016, the authors develop a review of the literature focussing on the main perspectives used for defining the term of CSIR. Findings The paper provides a framework of three main dimensions for understanding the differences in the literature that defines CSIR: who defines irresponsible behaviour, an impartial observer or a specific group of stakeholders, whether it is a firm strategy or a punctual action and which is the relationship between corporate social responsibility (CSR) and CSIR, continuity vs orthogonal relationship. Originality/value The paper provides and extensive and original review of a key construct, CSIR, and develops some insights about its antecedents and consequences. The authors try to provide light to the contradictory situation where a growing interest in CSR and the increase in voluntary commitments adopted by company leaders incorporating CSR into their strategies are, paradoxically, increasingly associated with CSIR.

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Is Shared Leadership the Key to Responsible Leadership?

Cited by 86 publications

References 41 publications

Distributed Leadership Agency and Its Relationship to Individual Autonomy and Occupational Self-Efficacy: a Two Wave-Mediation Study in Denmark

Distributed Leadership Agency and Its Relationship to Individual Autonomy and Occupational Self-Efficacy: a Two Wave-Mediation Study in Denmark

Impact of Shared Leadership on Team Work Engagement: Focusing on the Mediating Role of Team Positive Psychological Capital and the Moderating Role of Task Characteristics

Corporate social irresponsibility: review and conceptual boundaries

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