The topology of collective leadership

Creative Leadership: A Multi-Context Conceptualization

“…Despite the differences in construct definitions there are three important characteristics that overlap: first, multiplicity of leaders, second, multiplicity of leadership roles, functions and relationships and third, leadership as a dynamic process that unfolds over time through the interactions among actors. These three characteristics are well-described by Contractor et al (2012) highlight the multiplexity of relationships in collective leadership which has specific implications for creativity. For example, Albrecht and Hall (1991) found that mutliplexity in relationships, i.e., relations involving more than one type of relationships, led to more creative outcomes.…”

“…For example, Albrecht and Hall (1991) found that mutliplexity in relationships, i.e., relations involving more than one type of relationships, led to more creative outcomes. The third aspect of collective leadership that Contractor et al (2012) highlight is: time. Collective leadership develops over time as certain individuals rise to the occasion to exhibit leadership roles and then step back to allow others to lead.…”

Collectivistic leadership and George C. Marshall: A historiometric analysis of career events

“…However, a growing number of leadership scholars are now viewing leadership as a collectivistic phenomenon in which the leadership role is taken on, both formally and informally, by multiple individuals over time (Contractor et al, 2012;Yammarino et al, 2012). Beyond the leadership role, relationships between leaders and others can occur both formally and informally across multiple different levels.…”

“…In light of this growing need, a number of leadership scholars have proposed theories conceptualizing leadership in this way (e.g., Gronn, 2002;Pearce & Sims, 2002), and several recent review pieces have examined the current state and potential future directions of the field of "collectivistic" approaches to leadership (Contractor, DeChurch, Carson, Carter, & Keegan, 2012;Yammarino, Salas, Serban, Shirreffs, & Shuffler, 2012). Although many of these theories speak to a similar theme -that the leadership role can and should be shared with followers under certain conditions, they take slightly different approaches and use different labels for it -shared leadership (Carson, Tesluk, & Marrone, 2007;Pearce & Conger, 2003), distributed leadership (Gronn, 2002), participative leadership (House, 1996), and empowerment (Mathieu, Gilson, & Ruddy, 2006).…”

"Re-thinking Strategic Leadership: On Stars, Clans, Teams and Networks"

“…In response to the limitations of the single-actor theories of leadership, the concepts of distributed leadership (Gronn, 2002;Day et al, 2004;Mehra et al, 2006;Gronn, 2010;Thorpe et al, 2011;Bolden, 2011;Cope et al, 2011;Currie and Lockett, 2011;Edwards, 2011), shared leadership (Pearce and Conger, 2003;Pearce, 2004;Ensley et al, 2006;Carson et al, 2007;Pearce et al, 2008b;Fitzsimons et al, 2011;Hmieleski et al, 2012;Nielsen and Daniels, 2012;Hoegl, 2010, 2013) and collective leadership (Contractor et al, 2012;Cullen et al, 2012;Denis et al, 2001;Friedrich et al, 2009;Hunter et al, 2012;Militello and Benham, 2010;Mumford et al, 2012) have received increasing attention. These frameworks explicitly recognize that multiple actors can serve as leaders in teams and groups.…”