Shared leadership development and team performance: A new look at the dynamics of shared leadership

Lorinkova, Natalia; Bartol, Kathryn M.

doi:10.1111/peps.12409

Cited by 42 publications

(36 citation statements)

References 99 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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“…They suggested future studies in shared leadership should use qualitative methods as it would provide important insights into the shared leadership process. Lorinkova and Bartol (2020) found shared leadership develops in an inverted U-shape pattern such that in early stages of team life cycle shared leadership increases which peaks around the mid-point, and then decreases in the later phase. They also found that development pattern relates positively to team performance.…”

Section: Literature Reviewmentioning

confidence: 95%

Deconstructing the shared leadership emergence process in entrepreneurial teams

Lyndon¹,

Pandey

2021

JSBED

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PurposeEntrepreneurship literature has not sufficiently explored the process of how, at different points in time, different members of the co-founding team emerge as leaders. The purpose of this paper is to deconstruct the phenomenon of shared leadership emergence process amongst co-founders in entrepreneurial teams.Design/methodology/approachThe study adopted a qualitative approach. 21 co-founders from 7 entrepreneurial teams participated in the study. In-depth interviews were conducted. The data were analysed using Nvivo 11 software.FindingsThe study elaborates the process model of shared leadership emergence. The study found that shared interpersonal cognition and trust amongst the co-founders lead to claiming and granting of leadership. The findings also illustrate various strategies used by co-founders to emerge as leaders.Practical implicationsThe findings provide key insights to entrepreneurial teams by illuminating what kind of leadership dynamics should be developed, right from the initial stages of the venture. Also, the findings would be beneficial to investors, mentors and coaches of the entrepreneurial teams and ventures, by highlighting team dynamics to be considered before making any investment or team development decisions.Originality/valueThe inductive approach adopted in the study helps in understanding the process of shared leadership emergence in entrepreneurial teams, which is not adequately answered by previous studies. The study extends both shared leadership and entrepreneurship literature by providing a process theory of leadership emergence.

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“…Rodríguez-Sánchez et al (2020) suggested that self-managed ad hoc teams, involving shared beliefs, visions, and cognitions, led to improved performance. However, this has not always been the case, and the effects of shared leadership remain, to some extent, ambiguous (D'Innocenzo et al, 2016;Lorinkova & Bartol, 2021). Recent research has tentatively shown the relevance of health care teams in improving effectiveness, yet a more hierarchical approach still prevails in literature (Lowe et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

Building resilience and performance in turbulent times: The influence of shared leadership and passion at work across levels

Salas‐Vallina

Rofcanın

Heras

2021

BRQ Business Research Quarterly

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The COVID-19 pandemic has tested health care professionals to the extreme. This study investigated the re-enchanting effect of shared leadership and passion at work in the context of public health care. This study advances on the Self-Determination Theory to suggest that shared leadership has a positive effect on resilience and performance through passion at work at different levels of analysis. A sample of 518 physicians working in Spanish public hospitals was used. The results showed that shared leadership was associated with team and individual outcomes via passion at work at team level, while no significant mediating effect was found for passion at work at the individual level. The theoretical and practical implications of the findings are discussed, limitations are considered, and future research directions are suggested. JEL CLASSIFICATION: M12, M54

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Shared leadership development and team performance: A new look at the dynamics of shared leadership

Cited by 42 publications

References 99 publications

Team coaching: Systemic Perspectives and their Limitations

Team coaching: Systemic Perspectives and their Limitations

Deconstructing the shared leadership emergence process in entrepreneurial teams

Building resilience and performance in turbulent times: The influence of shared leadership and passion at work across levels

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