‘Shared Leadership offers a much-needed shift in our thinking about how leadership happens in teams and organizations. Pearce and Conger have brought together a diverse group of authors who collectively offer a comprehensive view of developing, implementing, and studying shared leadership in organizations. This volume is sure to fulfill its goal of ‘jump-starting’ our knowledge of the shared leadership phenomenon.’
–Cynthia D. Mc Cauley, Ph.D., Vice President, Leadership Development, Center for Creative Leadership
‘How leadership is shared in teams and organizations is an important subject, but one that has received little attention in most of the leadership literature. This timely book provides a rich and varied perspective on the subject. The highly qualified collection of scholars provide a good theoretical foundation to guide the future study of shared leadership.’
–Gary Yukl, State University of New York at Albany
‘The time is as ripe as ever for a new paradigm of leadership that the authors simply call ′shared leadership.′ This timely volume effectively ′jumpstarts′ our knowledge of this emerging field by presenting a number of critical perspectives examining shared leadership using conceptual, empirical, and applied lenses.’
–Joe Raelin, Asa. S. Knowles Chair of Practice-Oriented Education, Northeastern University, and author of Creating Leaderful Organizations: How to Bring Out Leadership in Everyone
‘This volume redefines the essence of leadership. Pearce and Conger have assembled a cast of ′scholar-entrepreneurs′ whose pioneering work firmly establishes the theoretical foundations for the study of leadership now and well into the future. This book is a must read for anyone interested in leadership in the age of teamwork.’
–Henry P. Sims, University of Maryland
In recent years, scholars have argued that leadership is an activity shared or distributed among members of a group or organization. This line of thinking is gaining attention among leadership scholars, yet our understanding of the dynamics and opportunities for shared leadership is still quite primitive. Given the infancy of the field, it is timely to introduce a volume on the subject that significantly enhances our knowledge.Shared Leadership: Reframing the Hows and Whys of Leadership brings together the foremost thinkers on the subject and is the first book of its kind to address the conceptual, methodological, and practical issues for shared leadership. Its aim is to advance understanding along many dimensions of the shared leadership phenomenon: its dynamics, moderators, appropriate settings, facilitating factors, contingencies, measurement, practice implications, and directions for the future. The volume provides a realistic and practical discussion of the benefits, as well as the risks and problems, associated with shared leadership. It will serve as an indispensable guide for researchers and practicing managers in identifying where and when shared leadership may be appropriate for organizations and teams.
Edited by leading authorities Craig L. Pearce and Jay A. Conger, with contributions from the top experts in the field, Shared Leadership is an ideal text for management, education, and communication courses in leadership, teamwork, organizational behavior, and small groups. In addition, practicing consultants will find this an invaluable reference in their leadership and team development programs.
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Preface
Chapter 1 Introduction – All Those Years Ago: The Historical Underpinnings of Shared Leadership – Craig L. Pearce and Jay A. Conger
Chapter 2 Shared Leadership: Paradox and Possibility – Joyce K. Fletcher and Katrin Kaeufer
Chapter 3 Toward a Model of Shared Leadership and Distributed Influence in the Innovation Process: How Shared Leadership can Enhance New Product Development Team Dynamics and Effectiveness – Jonathan F. Cox, Craig L. Pearce, and Monica L. Perry
Chapter 4 Can Team Members Share Leadership? Foundations in Research and Theory – Anson Seers, Tiffany Keller, and James M. Wilkerson
Chapter 5 The Role of Shared Cognition in Enabling Shared Leadership and Team Adaptiability – C. Shawn Burke, Stephen M. Fiore, and Eduardo Salas
Chapter 6 Self-leadership and Superleadership: The Heart and Art of Creating Shared Leadership in Teams – Jeffrey D. Houghton, Christopher P. Neck, and Charles C. Manz
Chapter 7 Assessing Shared Leadership: Development and Preliminary Validation of a Team Multifactor Leadership Questionnaire – Bruce J. Avolio, Nagaraj Sivasubramaniam, William D. Murry, Dongil Jung, and John W. Garger
Chapter 8 A Group Exchange Structure Approach to Leadership in Groups – Scott Seibert, Raymond T. Sparrowe, and Robert C. Liden
Chapter 9 Shared Leadership in Work Teams: A Social Network Approach – Margarita Mayo, James R. Meindl, and Juan-Carlos Pastor
Chapter 10 Flow, Creativity, and Shared Leadership: Rethinking the Motivation and Structuring of Knowledge Work – Charles Hooker and Mihaly Csikzentmihalyi
Chapter 11 Shared Leadership in the Management of Group Boundries: A Study of Expulsions From Officer′s Training Courses – Boas Shamir and Yael Lapidot
Chapter 12 When Two (or More) Heads are Better Than One: The Promise and Pitfalls of Shared Leadership – James O′Toole, Jay Galbraith, and Edward E. Lawler, III
Chapter 13 Leadership, Starting at the Top – Edwin A. Locke
Chapter 14 Conclusion – A Research Agenda for Shared Leadership – Craig L. Pearce and Jay A. Conger
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Jay Conger is Professor and Chairman of the Leadership Institute at USC. Prior to joining USC, he taught on the faculties of Harvard, INSEAD, and Mc Gill. He has published four books, including one with Sage on charismatic leadership that won a CHOICE award in 1998. In addition, he has published extensively in the major academic journals
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