Rethinking distributed leadership: dimensions, antecedents and team effectiveness

Feng, Yanan; Hao, Bin; Iles, Paul; Bown, Nicola J.

doi:10.1108/lodj-07-2015-0147

Cited by 25 publications

(16 citation statements)

References 62 publications

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“…A team coach working through this lens engages with a broad community of people, enabling all those people to engage more effectively in dynamic processes of engaging and disengaging. The role of the leader will be less privileged, a notion supported also by the literature on shared leadership (e.g., Barnett & Weidenfeller, 2016;Dust & Zeigert, 2016;Feng et al, 2016;Lorinkova & Bartol, 2020;Mackie, 2019;Wang et al 2014). A 'team' would be explicitly recognised as a social construct, a useful label to apply to a group of people in-the-moment.…”

Section: Regarding the Team As A Real Entitymentioning

confidence: 82%

Team coaching: Systemic Perspectives and their Limitations

Lawrence¹

2021

poc

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The terms 'systemic coaching' and 'systemic team coaching' are becoming increasingly prevalent in the team coaching literature. This emphasis on a systemic perspective is almost inevitable given that writers in the broader team development literature have long acknowledged the influence of factors outside the team on events taking place inside the team. Less explicit in the team coaching literature is a more nuanced consideration of what it means to be a systemic team coach with reference to a systems literature that emerged in earnest more than 70 years ago. A detailed exploration of the systems literature not only yields an understanding that multiple systems theories exist, but also that there exists a school of thought that says to think systemically may not always be helpful, that indeed it may limit our understanding of the working of small groups. This paper provides a framework through which the team coach, or aspiring team coach, can reflect not only upon different versions of 'systemic' team coaching, but also the significance of taking a meta-systemic perspective.

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Section: Regarding the Team As A Real Entitymentioning

confidence: 82%

Team coaching: Systemic Perspectives and their Limitations

Lawrence¹

2021

poc

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“…By testing the relationship between shared leadership and team performance using samples from South Korea (South Korea's individualism score is 18, while that of the United States is 91 and United Kingdom's is 89, as sourced from the Hofstede index), our results provide managerial insights for global firms from collectivistic cultural backgrounds. By nature, shared leadership has a collective attribute (Feng, 2017); therefore, it would be relatively easy for teams in collectivistic cultures to facilitate mutual inspiration, social support and trust building (Carson, 2005). Thus, firms with collectivistic cultural backgrounds should facilitate relationship-oriented shared leadership with organizational support.…”

Section: Discussionmentioning

confidence: 99%

The effects of shared leadership on team performance

Han

Yoon

Choi

et al. 2021

LODJ

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PurposeThis study aims to investigate the relationship between shared leadership and team performance at the team level. Drawing on conservation of resources (COR) theory, the authors examine whether shared leadership is associated with team performance through team positive psychological capital (PsyCap). This study further examines whether task-oriented and relationship-oriented shared leadership affect team performance differently.Design/methodology/approachMulti-source survey data were obtained from 92 team leaders and 319 employees. An aggregation approach was used to analyze the data at the team level.FindingsA high level of shared leadership positively influences team performance through the mediation of team PsyCap. Moreover, relationship-oriented shared leadership is positively associated with team performance through team PsyCap, while task-oriented shared leadership is negatively associated with team performance without the mediating effect of team PsyCap.Practical implicationsBy focusing on the negative effects of task-oriented shared leadership and the positive effects of relationship-oriented shared leadership and team PsyCap on team performance, this study suggests new ways to manage team performance effectively and extends shared leadership literature.Originality/valueThis study applied COR theory to analyze the effect of shared leadership mediated by team PsyCap on team performance. It contributes to shared leadership literature by shedding light on the negative effects of task-oriented shared leadership and on the positive aspects of relationship-oriented shared leadership.

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“…This article contributes to this important stream of industrial relations theory and similarly speaks to important HRM/OB debates regarding the circumstances under which distributed leadership might similarly prove successful (e.g., Chreim, ; Gronn, , p. 445). The empirical evidence here is far from conclusive (Feng, Hao, Iles, & Bown, , p. 288), and such research has tended to employ a depoliticised view at the expense of situations of conflict and tension. Significantly, the current study explores the dynamics of distributed leadership within a pluralistic context par excellence—a heavily unionised environment.…”

Section: Organisational Change Workplace Partnership and Distributementioning

confidence: 99%

Distributed leadership and employee cynicism: Trade unions as joint change agents

Butler

Tregaskis

2018

Human Res Mgmt Journal

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The themes of change management and workplace partnership continue to attract significant academic interest—albeit within discreet literatures. Drawing on longitudinal, qualitative data in a heavy engineering organisation, this article details how a collaborative partnership between management and trade unions, encompassing a distributed leadership format, was configured to enhance organisational capacity for change in the context of significant employee cynicism. Bridging human resource management/organisational behaviour and industrial relations perspectives, the study makes a theoretical contribution to our understanding of the factors underpinning the successful implementation of workplace partnership and the utilisation of distributed leadership configurations. More generally, the work informs leadership theory through its scrutiny of distributed leadership in situations of high conflict.

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Rethinking distributed leadership: dimensions, antecedents and team effectiveness

Cited by 25 publications

References 62 publications

Team coaching: Systemic Perspectives and their Limitations

Team coaching: Systemic Perspectives and their Limitations

The effects of shared leadership on team performance

Distributed leadership and employee cynicism: Trade unions as joint change agents

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