Shared leadership: reframing the hows and whys of leadership
Gespeichert in:
| Format: | Buch |
|---|---|
| Sprache: | English |
| Veröffentlicht: |
Thousand Oaks, Calif.
Sage Publications
2003
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Hier auch später erschienene, unveränderte Nachdrucke |
| Beschreibung: | xiii, 330 p. Ill. |
| ISBN: | 0761926232 9780761926245 |
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| 245 | 1 | 0 | |a Shared leadership |b reframing the hows and whys of leadership |c Craig L. Pearce, Jay A. Conger |
| 264 | 1 | |a Thousand Oaks, Calif. |b Sage Publications |c 2003 | |
| 300 | |a xiii, 330 p. |b Ill. | ||
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Datensatz im Suchindex
| _version_ | 1804133037811695616 |
|---|---|
| adam_text | Contents
Preface xi
Overview of the Book xi
Audience for the Book xii
Acknowledgments xii
1. All Those Years Ago: The Historical
Underpinnings of Shared Leadership 1
Craig L. Pearce and Jay A. Conger
The Emergence of the Scientific Study of Leadership:
The Leader in a Command Role 3
The Management Field s Brief Flirtations
With Concepts Related to Shared Leadership 6
Laying the Theoretical Groundwork
for Shared Leadership: Organizational
Research From the 1930s Through the 1960s 7
Building the Case for Shared Leadership:
Organizational Research From the 1970s
Through the Turn of the Millennium 9
The Arrival of Shared Leadership and the Way Forward 13
PARTI: CONCEPTUAL MODELS OF SHARED LEADERSHIP 19
2. Shared leadership: Paradox and possibility 21
Joyce K. Fletcher and Katrin Kaufer
New Leadership Practices 21
Shared Leadership: What Is It? 22
Paradoxes of Shared Leadership 24
Possibility: Rethinking Shared Leadership
From a Relational Perspective 26
Revisiting the Paradoxes of Shared Leadership 31
Possibility: Dialogue and Stone Center Relational Theory 35
Conclusion 42
( 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 48
Jonathan F. Cox, Craig L. Pearce,
and Monica L. Perry
New Product Development Organization and Teams 49
Leading New Product Development Teams 51
A Model of Shared Leadership in
New Product Development Teams 55
Conclusion 68
/4.j Can Team Members Share Leadership?
/ Foundations in Research and Theory 77
Anson Seers, Tiffany Keller, and James M. Wilkerson
Supervision and the Definition of Leadership 78
Revisiting the Theoretical Roots of Role Making 82
Toward a Theoretical Model of Shared Influence 89
Conclusion 96
5. The Role of Shared Cognition in Enabling
Shared Leadership and Team Adaptability 103
C. Shawn Burke, Stephen A/I. Fiore,
and Eduardo Solas
Team Leadership 104
Shared Team Leadership 105
Framework 107
Conclusion 117
6. Self Leadership and Super Leadership:
The Heart and Art of Creating Shared
Leadership in Teams 123
Jeffery D. Houghton, Christopher P. Neck,
and Charles C. Manz
Shared Leadership 124
Self Leadership: The Heart of Shared Leadership 126
SuperLeadership: The Art of Facilitating Shared Leadership 133
Conclusion 135
PART II: METHODOLOGICAL ISSUES IN THE
STUDY OF SHARED LEADERSHIP 141
/ 7. Assessing Shared Leadership: Development
( / and Preliminary Validation of a Team
¦ Multifactor Leadership Questionnaire 143
Bruce J. Avolio, Nagaraj Sivasubramaniam,
William D. Murry, Don Jung, and John W. Garger
Leadership of Versus by the Team 144
Building the Team Leadership Construct 145
Phase 1: Exploratory Study 151
Phase 2: Validation Studies 155
Discussion 165
(£ 8J, A Group Exchange Structure Approach
^ ^ to Leadership in Groups 173
Scott E. Seibert, Raymond T. Sparrowe,
and Robert C. Liden
Shared Leadership, Individuals, and Group Influence 174
A Group Exchange Approach to Shared Leadership 178
Speculations on Group Exchange Structure
and Group Process 181
Differentiation of Exchange Relationships
and the Formation of Group Structures 184
Vertical Leadership and Shared Leadership 186
Future Research Directions 188
9. Shared Leadership in Work Teams:
A Social Network Approach 193
Margarita Mayo, James R. Meindl,
and Juan Carlos Pastor
Basic Concepts in intraorganizational
Social Network Analysis 194
The Nature of Shared Leadership 197
The Topography of Shared Leadership 203
Research Implications 206
Concluding Remarks 210
PART III: THE STUDY OF SHARED
LEADERSHIP IN APPLIED SETTINGS 215
10. Flow, Creativity, and Shared Leadership:
Rethinking the Motivation and Structuring
of Knowledge Work 217
Charles Hooker and Mihaly Csikszentmihalyi
Flow 220
Sample and Method 223
Shared Leadership in a Space Science Lab 224
Finding Flow in Shared Leadership 227
Motivating Creativity in Knowledge Work 229
11. Shared Leadership in the Management
of Group Boundaries: A Study of Expulsions
From Officers Training Courses 235
Boas Shamir and Yael Lapidot
Background: Expulsion of Cadets from
IDF Officers Training Courses 237
The Study 238
Some Evidence: Shared Leadership in Expulsion Decisions 239
Discussion: Conditions for Shared Leadership 244
Conclusion 247
12. The Promise and Pitfalls of Shared Leadership:
When Two (or More) Heads are Better Than One 250
James O Toole, Jay Galbraith,
and Edward E. Lawler, III
Change at the Top 252
Partnership at the Top 252
Origins of Shared Leadership 254
Different Roles 257
Selecting a Leadership Team 258
Working Together 259
Working With Others 260
Leadership Institutionalized 260
Conclusion 261
Appendix A: The Intel Office Model 261
Appendix B: The General Electric Model 263
Appendix C: Midwest Manufacturing Company 264
PART IV: CRITIQUE OF SHARED LEADERSHIP THEORY 269
13. Leadership: Starting at the Top 271
Edwin A. Locke
Top Down Model 271
Bottom Up Model 273
Shared Leadership Model 273
The Tasks of the Top Leader 276
The Integrated Model 281
14. A Landscape of Opportunities: Future
Research on Shared Leadership 285
Jay A. Conger and Craig L. Pearce
The Relationship Between Shared and Vertical Leadership 286
The Dynamics of Shared Leadership 287
Implementing Shared Leadership 294
Cross Cultural Factors 295
Outcomes of Shared Leadership 296
Measuring Shared Leadership 297
The Limits and Liabilities of Shared Leadership 299
Conclusion 301
Author Index 305
Subject Index 315
About the Contributors 323
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| spelling | Shared leadership reframing the hows and whys of leadership Craig L. Pearce, Jay A. Conger Thousand Oaks, Calif. Sage Publications 2003 xiii, 330 p. Ill. txt rdacontent n rdamedia nc rdacarrier Hier auch später erschienene, unveränderte Nachdrucke Leiderschap gtt Teamwork gtt Führung Leadership Teams in the workplace Teilung (DE-588)4200719-7 gnd rswk-swf Teamwork (DE-588)4126974-3 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf 1\p (DE-588)4143413-4 Aufsatzsammlung gnd-content Führung (DE-588)4018776-7 s Teilung (DE-588)4200719-7 s 2\p DE-604 Teamwork (DE-588)4126974-3 s 3\p DE-604 Pearce, Craig L. Sonstige oth Conger, Jay A. 1952- Sonstige (DE-588)170540871 oth HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=012987480&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 3\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
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| title | Shared leadership reframing the hows and whys of leadership |
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| title_full | Shared leadership reframing the hows and whys of leadership Craig L. Pearce, Jay A. Conger |
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