The future of leadership: combining vertical and shared leadership to transform knowledge work

Preparing for the future: challenges and opportunities for management and leadership skills

“…The relevance of such an approach is further supported by research evidence indicating that poor performing teams are associated with vertical leadership and high performers with a shared leadership style. 27,37 Alongside the recognition of a need for a shared leadership approach was the view that the dental profession needed vision and direction and this is consistent with the theories of transformational leadership. 14 Ultimately there was a recognition that dental professionals will need to lead in this way in order to be effective.…”

Shared Leadership and Team Creativity: A Social Network Analysis in Engineering Design Teams

“…Shared leadership, occurs when all team members are fully engaged in the leadership process instead of being led by a solitary designated leader (Seers et al, 2003). Studies have found that shared leadership has proven to produce greater effectiveness (Muethel & Hoegl, 2013), to be a significant predictor of team outcomes (Shane Wood & Fields, 2007) and team performance (Ensley et al, 2006), and it is related to an increase in the quality of problem solving skills (Pearce, 2004). Thus, we are witnessing an evolutionary shift in leadership responsibilities from a single appointed manager to that of many team members.…”

“…It is considered in terms of team processes during which team members engage in the leadership role and interact with each other to achieve organizational goals (Ensley et al, 2006). It is also characterized by the serial emergence of official and unofficial leaders (Pearce, 2004). Moreover, it refers to a mutual influence process that is dynamic, simultaneous, on-going, as well as multidirectional (Fletcher and Kaufer 2003).…”

Rethinking distributed leadership: dimensions, antecedents and team effectiveness

“…According to Pearce (2004), particular characteristics of knowledge work such as interdependence, creativity and complexity are specifically related to the need for DL.…”

“…The need for coordination and alignment is often stressed as particularly necessary in highly interdependent tasks requiring high levels of knowledge and information exchange, sharing and integration, which brings considerable uncertainty to DL outcomes. More specifically, rapidly changing organizational contexts characterized by increased complexity, new technologies and team-based work structures (Thorpe et al 2011), the increasing complexity of executive tasks (Pearce 2004;Pearce and Conger 2003) and the need for knowledge sharing (Iles and Feng 2011), often cited as drivers of DL, requires the development of more robust conceptions of DL that incorporate these concerns, suggesting the importance of recognizing, analyzing and modeling different structural patterns or configurations of DL and their association with team effectiveness in different team settings.…”