Shared Leadership: Reframing the Hows and Whys of Leadership

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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.

 

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Contents

1 All Those Years Ago
1
CONCEPTUAL MODELS OF SHARED LEADERSHIP
19
2 Shared Leadership
21
3 Toward a Model of Shared Leadership and Distributed Influence in the Innovation Process
48
4 Can Team Members Share Leadership?
77
5 The Role of Shared Cognition in Enabling Shared Leadership and Team Adaptability
103
6 SelfLeadership and Super Leadership
123
METHODOLOGICAL ISSUES IN THE STUDY OF SHARED LEADERSHIP
141
THE STUDY OF SHARED LEADERSHIP IN APPLIED SETTINGS
215
10 Flow Creativity and Shared Leadership
217
11 Shared Leadership in the Management of Group Boundaries
235
12 The Promise and Pitfalls of Shared Leadership
250
CRITIQUE OF SHARED LEADERSHIP THEORY
269
13 Leadership
271
14 A Landscape of Opportunities
285
Author Index
305

7 Assessing Shared Leadership
143
8 A Group Exchange Structure Approach to Leadership in Groups
173
9 Shared Leadership in Work Teams
193
Subject Index
315
About the Contributors
323
Copyright

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About the author (2002)

Craig Pearce is an Assistant Professor of Management at The Peter F. Drucker Graduate School of Management at Claremont Graduate University. He received his Ph.D. at the University of Maryland. He won the Center for Creative Leadership’s Walter F. Ulner Applied

Research Award in 1998 for work in the area of shared leadership.

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 McGill. 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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