Shared Leadership

(noun)

Style of leading in which responsibilities are distributed within a team or organization, and people within that team or organization lead each other.

Examples of Shared Leadership in the following topics:

  • Shared Leadership

    • Shared leadership means that leadership responsibilities are distributed within a team and that members influence each other.
    • Unlike traditional notions of leadership that focus on the actions of an individual, shared leadership refers to responsibilities shared by members of a group.
    • Research reveals that for shared leadership to merge and succeed, two conditions must be met:
    • Three aspects of how a group interacts can facilitate shared leadership: shared purpose, social support, and voice.
    • Team members consult each other in a group that employs shared leadership.
  • Interactive Leadership

    • Interactive leadership involves leaders' engaging followers to increase their understanding of tasks and goals.
    • Effective leadership requires communicating and engaging with followers.
    • While interactive leaders may make use of technology to share information, they also seek the richer exchanges that face-to-face communication allows.
    • An interactive leader shares information and answers questions to clarify goals and tasks.
    • Explain the importance of interactive leadership in generating motivation and commitment to shared objectives
  • Transactional Versus Transformational Leaders

    • Leadership can be described as transactional or transformational.
    • Transformational leaders work to enhance the motivation and engagement of followers by directing their behavior toward a shared vision.
    • While transactional leadership operates within existing boundaries of processes, structures, and goals, transformational leadership challenges the current state and is change-oriented.
    • Transactional leadership reacts to problems as they arise, whereas transformational leadership is more likely to address issues before they become problematic.
    • Transactional leadership is more akin to the common notions of management, whereas transformational leadership adheres more closely to what is colloquially referred to as leadership.
  • A Blended Approach to Leadership

    • The full-range leadership theory blends the features of transactional and transformational leadership into one comprehensive approach.
    • The full-range theory of leadership seeks to blend the best aspects of transactional and transformational leadership into one comprehensive approach.
    • Transactional leadership focuses on exchanges between leaders and followers.
    • Transformational leadership deals with how leaders help followers go beyond individual interests to pursue a shared vision.
    • Assess the intrinsic value of blending transactional leadership behaviors with transformational leadership behaviors
  • Leadership Styles

    • This leadership style can help retain employees for the long term.
    • Under the autocratic leadership style, decision-making power is centralized in the leader.
    • A participative or democratic style of leadership involves the leader's sharing decision- making authority with group members.
    • Bass used Burns's ideas to develop his own theory of transformational leadership.
    • Different situations call for particular leadership styles.
  • Porter's Competitive Strategies

    • Michael Porter classifies competitive strategies as cost leadership, differentiation, or market segmentation.
    • Empirical research on the profit impact of marketing strategy indicates that firms with a high market share are often quite profitable, but so are many firms with low market share.
    • The least profitable firms are those with moderate market share.
    • Porter explains that firms with high market share are successful because they pursue a cost-leadership strategy, and firms with low market share are successful because they employ market segmentation or differentiation to focus on a small but profitable market niche.
    • Discuss the value of using Porter's competitive strategies of cost leadership, differentiation, and market segmentation
  • Management versus Leadership

    • Though they have traits in common, leadership and management both have unique responsibilities that do not necessarily overlap.
    • The terms "management" and "leadership" have been used interchangeably, yet there are clear similarities and differences between them.
    • In one definition, managers do so by focusing on the organization and performance of tasks and by aiming at efficiency, while leaders engage others by inspiring a shared vision and effectiveness.
    • They challenge the status quo, make change happen, and work to develop the capabilities of people to contribute to achieving their shared goals.
    • Distinguish between managerial roles and responsibilities and leadership roles and responsibilities
  • Moral Leadership

    • Ethical or moral leadership demonstrates responsibility for doing what is right.
    • Moral leadership is important for protecting an organization's reputation.
    • Moral leadership goes beyond doing what is legal.
    • In this way, moral leaders take responsibility for the moral climate in their organizations and help others understand, share, and act in accordance with those values.
    • Apply ethical standards to leadership perspectives, explaining the relevance of integrity and responsibility to leadership
  • The Trait-Theory Approach

    • According to trait leadership theory, effective leaders have in common a pattern of personal characteristics that support their ability to mobilize others toward a shared vision.
    • Following studies of trait leadership, most leader traits can be organized into four groups:
    • Trait leadership also takes into account the distinction between proximal and distal character traits.
    • The model rests on two basic premises about leadership traits.
    • The second premise maintains that the traits differ in how directly they influence leadership.
  • The GLOBE Project

    • The GLOBE Research Project is an international group of social scientists and management scholars who study cross-cultural leadership.
    • Under the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Research Project, an international group of social scientists and management scholars studied cross-cultural leadership.
    • Power distance is the degree to which members of an organization or society expect and agree that power should be unequally shared.
    • Known as the six GLOBE dimensions of culturally endorsed implicit leadership, these leadership dimensions include:
    • Logo for the Global Leadership and Organizational Behavior Effectiveness (GLOBE) Project.
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