Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance

Carson, Jay B.; Tesluk, Paul E.; Marrone, Jennifer A.

doi:10.5465/amj.2007.20159921

Cited by 462 publications

(1,138 citation statements)

References 41 publications

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“…It implies that TMTs gather extensive information, consider many alternatives, and apply multiple criteria for evaluating strategic options (Forbes, ; Simons, Pelled, and Smith, ). Research indicates that shared leadership can improve groups’ information processing capacity and is associated with increased team problem solving (Carson et al ., ; Pearce and Sims, ; Perry et al ., ). As it implies negotiating and sharing of responsibilities, shared leadership stimulates information sharing between team members (Katz and Kahn, ).…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

“…The task of leadership involves deciding on the objectives, motivating behavior to achieve goals, and influencing group maintenance (Yukl, ). While shared leadership has initially been analyzed within groups at lower hierarchical levels (Carson et al ., ; Pearce and Sims, ; Perry, Pearce, and Sims, ), emergent research proposes that the TMT is a promising setting for shared leadership (Denis, Lamothe, and Langley, ; Ensley, Hmieleski, and Pearce, ). In this study, we consider the TMT as comprising the CEO and senior executives who are responsible for important decisions about the firm (Carmeli and Halevi, ).…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

“…Put differently, whereas vertical leadership can be considered as an influence on TMT processes, shared leadership is a TMT process (Ensley et al., ). Following recent research (e.g., Avolio, Walumbwa, and Weber, ; Carson et al ., ; Gronn, ), we conceptualize shared leadership as a degree, with the minimum extreme when the CEO is solely responsible for the leadership tasks and the maximum level when the entire TMT fully shares the responsibility for leadership.…”

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

“…Our study contributes to this discussion by proposing that TMT shared leadership can help overcome the tensions between exploratory and exploitative entrepreneurial processes. Shared leadership refers to ‘the distribution of leadership influence across multiple team members’ (Carson, Tesluk, and Marrone, : 1218). Applied at the TMT level, shared leadership is a practice in which the CEO and other TMT members share the responsibility for and fully participate in the tasks of leadership, such as setting goals and motivating task behaviors (Carson et al ., ; Yukl, ).…”

Section: Introductionmentioning

confidence: 99%

“…Shared leadership refers to ‘the distribution of leadership influence across multiple team members’ (Carson, Tesluk, and Marrone, : 1218). Applied at the TMT level, shared leadership is a practice in which the CEO and other TMT members share the responsibility for and fully participate in the tasks of leadership, such as setting goals and motivating task behaviors (Carson et al ., ; Yukl, ). We propose that TMT shared leadership can stimulate organizational ambidexterity by prompting TMTs to engage in (1) cooperative conflict management and (2) comprehensive decision making.…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Top Management Team Shared Leadership and Organizational Ambidexterity: a Moderated Mediation Framework

Mihalache

Jansen

Bosch

et al. 2013

Strategic Entrepreneurship Journal

172

208

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This study proposes top management team (TMT) shared leadership as an important enabler of organizational ambidexterity. Moreover, we examine both how and when TMT shared leadership enhances organizational ambidexterity by considering two TMT processes as mediators (i.e., cooperative conflict management style and decision-making comprehensiveness) and two elements of organizational structure (i.e., connectedness and centralization of decision making) as important contingencies. We test our moderated mediation framework using time-lagged data from a cross-industry sample of 202 firms. We discuss how our findings extend strategic entrepreneurship, ambidexterity, and leadership research and provide implications for practice. Model 1: Ambidexterity Model 2: Ambidexterity Model 3: Ambidexterity Model 4: Cooperative conflict mgt. Model 5: Decision comprehens. Model 6: Ambidexterity Model 7: Ambidexterity Model 8: Cooperative conflict mgt. Model 9: Decision comprehens. Model 10: Cooperative conflict mgt. Model 11: Decision comprehens.

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Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

Section: Theory and Hypotheses Developmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Top Management Team Shared Leadership and Organizational Ambidexterity: a Moderated Mediation Framework

Mihalache

Jansen

Bosch

et al. 2013

Strategic Entrepreneurship Journal

172

208

View full text Add to dashboard Cite

show abstract

Are you satisfied yet? Shared leadership, individual trust, autonomy, and satisfaction in virtual teams

Robert

You

2017

Asso for Info Science & Tech

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Despite the benefits associated with virtual teams, many people on these teams are unsatisfied with their experience. The goal of this study was to determine how to better facilitate satisfaction through shared leadership, individual trust, and autonomy. Specifically, in this study we sought a better understanding of the effects of shared leadership, team members’ trust, and autonomy on satisfaction. We conducted a study with 163 individuals in 44 virtual teams. The results indicate that shared leadership facilitates satisfaction in virtual teams both directly and indirectly through the promotion of trust. Shared leadership moderated the relationships of individual trust and individual autonomy with satisfaction. Team‐level satisfaction was a strong predictor of virtual team performance. We discuss these findings and the implications for theory and design.

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Measuring organizational capabilities to horizontal strategy implementation for conglomerates

2019

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The horizontal strategy is recommended for the conglomerates by Porter to achieve competitive advantage. There is no established or standard way to execute a horizontal strategy. However, for the execution of a horizontal strategy in an organization, it requires advanced organizational capabilities. Therefore, the purpose of this paper is to identify how to implement horizontal strategies in conglomerate firms. In particular, we investigated the extent to which organizational capabilities or competencies were related to the implementation of a horizontal strategy in conglomerate firms. Apart from this, we considered two organizational capabilities as a management control system and leadership styles. In this study, four novel hypotheses addressing primary constructs, that is, the interactive control system, collective, participatory, and transformative, have been explored. The data for this study were drawn from a sample survey of 122 firms in India. In addition, the data were analyzed by correlation, and then multiple regression analysis followed by the results of this analysis helps to identify the influence of leadership styles and interactive control system on horizontal strategy implementation. We argue through a theoretical and statistical analysis that demonstrates that collective, participative, and transformational leadership will contribute to the success of the horizontal strategy and lent good support to our hypotheses. This study helps the company to investigate the perceived role of organizational arrangements in the implementation of a horizontal strategy in conglomerate firms. This was done in an effort to provide guidelines for the effective use of organizational capabilities as drivers of horizontal strategy implementation. The study provides two key contributions in the field of strategic management: The first explicitly identified horizontal strategies are present in conglomerate firms; the other organizational capabilities that play a significant role in the implementation of horizontal strategy.

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Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance

Cited by 462 publications

References 41 publications

Top Management Team Shared Leadership and Organizational Ambidexterity: a Moderated Mediation Framework

Top Management Team Shared Leadership and Organizational Ambidexterity: a Moderated Mediation Framework

Are you satisfied yet? Shared leadership, individual trust, autonomy, and satisfaction in virtual teams

Measuring organizational capabilities to horizontal strategy implementation for conglomerates

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