Team Leadership

Knippenberg, Daan van

doi:10.1002/9781118909997.ch15

Cited by 12 publications

(12 citation statements)

References 152 publications

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“…Team leadership is an integrated concept based on the literature on teams and leadership (Day, Gronn, & Salas, 2006;Zaccaro, Rittman, & Marks, 2001). Shared leadership can be viewed as one form of team leadership (Hoch & Kozlowski, 2014;Lord et al, 2017;Van Knippenberg, 2017…”

Section: Team Leadershipmentioning

confidence: 99%

“…Similar to shared leadership, empowering and participative leadership represent a broad distribution of leadership authority, influence, and responsibility (Lee, Willis, & Tian, ; Meuser et al, ). Although the empowering and participative leadership of formal team leaders are likely to be important facilitators of shared leadership (Van Knippenberg, ), there are important differences. In regard to empowering leadership, team members have control over their own tasks but do not necessarily have leadership influence over each other (M. A. Drescher et al, ).…”

Section: Comparison With Other Leadership Theoriesmentioning

confidence: 99%

“…Team leadership is an integrated concept based on the literature on teams and leadership (Day, Gronn, & Salas, ; Zaccaro, Rittman, & Marks, ). Shared leadership can be viewed as one form of team leadership (Hoch & Kozlowski, ; Lord et al, ; Van Knippenberg, ). Compared with shared leadership, team leadership is a broader construct, because it includes influences from both horizontal leadership (team members) and vertical leadership (the formal team leader; Day et al, ; Morgeson et al, ).…”

Section: Comparison With Other Leadership Theoriesmentioning

confidence: 99%

“…As formal team leaders have the leadership authority, shared leadership occurs when leadership activities or roles are “distributed” or “passed” by the formal team leader to team members, such that shared leadership involves “the encouragement of leadership from below” (Pearce, Manz, & Sims, , p. 354). That is, formal team leaders empower or allow team members to participate in team leadership or take on some leadership responsibilities (Denis et al, ; Van Knippenberg, ). In contrast, in teams without a formal team leader (e.g., self‐managed teams), team members can take on the full‐range of leader roles needed within teams.…”

Section: Future Directions For Shared Leadership Researchmentioning

confidence: 99%

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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: Team Leadershipmentioning

confidence: 99%

Section: Comparison With Other Leadership Theoriesmentioning

confidence: 99%

Section: Comparison With Other Leadership Theoriesmentioning

confidence: 99%

Section: Future Directions For Shared Leadership Researchmentioning

confidence: 99%

See 2 more Smart Citations

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

et al. 2018

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“…Team leadership is a core influence to consider in this respect (Day et al., 2004; Hackman, 2002; Kozlowski et al, 1996). As part of this team‐specific focus, empowering leadership emerged as a dominant perspective in team leadership research (Sharma & Kirkman, 2015; van Knippenberg, 2017). In considering team leadership in reference to team process and effectiveness, leadership's role in team empowerment naturally comes to the fore (Kirkman & Rosen, 1997, 1999).…”

Section: Introductionmentioning

confidence: 99%

A motivated information processing perspective on the antecedents of empowering leadership

Knippenberg

Giessner

Sleebos³

et al. 2020

J Applied Social Pyschol

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Empowering leadership is an important influence on team effectiveness. This makes the question of what the antecedents of team empowering leadership are an important issue to consider. To address this question, we propose a motivated information processing perspective that holds that engaging in empowering leadership is based on social information processing, and that there are individual differences in how elaborate that information processing is. We argue that a key consideration in shifting control from the leader to the team is the extent to which empowering leadership is driven by leaders’ consideration of their trust in the team (i.e., an instance of social information processing), and that leader need for closure (a trait capturing the disposition to carefully consider decisions and actions) moderates the relationship between leader trust in team and empowering leadership. A survey of N = 156 work teams supported these hypotheses.

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Antecedents and consequences of empowering leadership: Leader power distance, leader perception of team capability, and team innovation

et al. 2020

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SummaryThe evidence that empowering leadership is an effective form of team leadership brings the question on what the antecedents of empowering leadership are into focus. We propose that empowering leadership is driven by considerations of the normative and situational appropriateness of empowering leadership that are associated with leader power distance value and leader perception of team capability. We propose that leader power distance and perceived team capability interact such that the influence of leader power distance on empowering leadership is stronger with higher perceived team capability. We extend our model to show that by affecting empowering leadership, the interaction of leader power distance and perceived team capability indirectly influences team innovation, an important team outcome associated with empowered teamwork. We tested our model in two multisource surveys in China: Study 1 of 84 technical teams and Study 2 of 83 financial service teams. We discuss how our study contributes to empowering leadership theory by providing a theoretical perspective that lends itself well to identifying other trait and situational antecedents of empowering leadership.

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Team Leadership

Cited by 12 publications

References 152 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

A motivated information processing perspective on the antecedents of empowering leadership

Antecedents and consequences of empowering leadership: Leader power distance, leader perception of team capability, and team innovation

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