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“Leadership…the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the
- rganization”
- House et al., 1999
Shared Leadership in Teams: Expanding Traditional Approaches to - - PowerPoint PPT Presentation
Shared Leadership in Teams: Expanding Traditional Approaches to - - PowerPoint PPT Presentation
Shared Leadership in Teams: Expanding Traditional Approaches to Leadership to Make Teams and Organizations More Effective Paul Tesluk Center for Leadership and Organizational Effectiveness UB School of Management Leadershipthe ability of an
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Why and how is leadership evolving to increasingly be more shared, distributed and networked, what might be the advantages for teams and
- rganizations and what are potential approaches to
build systems of shared leadership?
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Changing nature of work and organizations = greater reliance on teams that… Complex and ambiguous tasks Dynamic environments Differentiated, distributed expertise Flatter systems
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Evolving Nature of Leadership
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Morning Star
- No one has a boss/manager
- Colleagues negotiate
responsibilities with peers
- Each individual and team is
responsible for acquiring own tools to do their work
- No titles or promotions
- Compensation decisions are
peer-based
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Shared Leadership
- Distribution of leadership
influence across multiple team members
- Influence “claiming” and
“granting” exchanges
- Mutual influence embedded in
team member interactions related to providing direction, motivation and support
- Greater utilization of knowledge and expertise
- Team identification and mutual accountability
- Commitment/engagement
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= Superior Relational Coordination, Employee Engagement, Customer Focus
- Customer
Satisfaction
- Customer
Loyalty
- Greater utilization of
knowledge and expertise
- Team identification and
mutual accountability
- Commitment/engagement
Shared Leadership Performance
Sources: Wang, D., Waldman, D. A., & Zhang, Z. (2013). A meta‐analysis of shared leadership and team effectiveness. Journal of Applied Psychology, 99(2): 181‐198. D’Innocenzo, L., Mathieu, J.E., Kukenberger, M.R. (2014). A meta‐analysis of different forms
- f shared leadership‐team performance relations. Journal of Management, on‐line version.
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- What are potential boundary conditions of
shared leadership and its relationship with team performance?
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Team Performance Shared Leadership
High Low
Low Team Competence High Team Competence
5.0 3.0 4.0 Source: Chiu, C, Tesluk, P. E., & Owens, B., (2014). Initiating and Utilizing Shared Leadership in Teams: The Interactive Effects of Leader Humility, Team Social Context, and Team Composition. Working Paper. UB School
- f Management.
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- What are the enabling conditions that seem to
promote the development of shared leadership?
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Shared Leadership Enablers
- Shared purpose
– Common understanding of team’s goals and purpose
- Social support
– Team members’ efforts to provide emotional and psychological strength to each other
- Voice
– Team members’ input into how the team carries out its purpose
- Team trust
– team members’ willingness to assume vulnerability with others on the team
Source: Carson, J. B., Tesluk, P. E., & Marrone, J.
- A. 2007. Shared leadership in teams: An
investigation of antecedent conditions and
- performance. Academy of Management
Journal, 50: 1217–1234.
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- What is the role and forms of external team
leadership that promote the development of shared leadership?
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Evolving Nature of Leadership
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- Shared purpose
- Social support
- Voice
- Team trust
- Empowering Leadership
– Emphasize significance of work – Encourage participative decision making – Build efficacy of the team – Reduce bureaucracy
- Leader Humility
– Demonstrate self‐awareness – Acknowledge strengths and contributions of others – Open to new ideas and feedback
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Shared Leadership Leader Humility
High Low
Non Proactive Team Highly Proactive Team
1.0 0.4 0.7 Source: Chiu, C, Tesluk, P. E., & Owens, B., (2014). Initiating and Utilizing Shared Leadership in Teams: The Interactive Effects of Leader Humility, Team Social Context, and Team Composition. Working Paper. UB School
- f Management.
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- Shared purpose
- Social support
- Voice
- Team trust
- Empowering Leadership
– Emphasize significance of work – Encourage participative decision making – Build efficacy of the team – Reduce bureaucracy
- Leader Humility
– Demonstrate self‐awareness – Acknowledge strengths and contributions of others – Open to new ideas and feedback
- Active Coaching
– Help identify unique challenges – Assist with developing problem solutions – Facilitate team learning and adaptation
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Adaptive Performance Shared Leadership
High Low
Little Active Coaching High Active Coaching
100% 0% 50% Source: Campbell, E.M., Bartol, K.M., Parke, M.R., Tesluk, P.E. (2014). Leading from Afar: How Virtual Team Leaders Facilitate Emergence and Effectiveness of Shared leader. Working Paper. University of Maryland and UB School of Management.
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- 1. Shared leadership is well suited
for the evolving nature of work and can best utilize expertise
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- 2. Teams need to have a clear
sense of purpose and a high level of social support, trust and voice to engage in sharing leadership
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- 3. Formal team leaders can enable
shared leadership in their teams by engaging in empowerment, demonstrating humility, and using active coaching
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1. Shared leadership is well suited for the evolving nature of work and can best utilize expertise 2. Teams need to have a clear sense of purpose and a high level of social support, trust and voice to engage in sharing leadership 3. Formal team leaders can enable shared leadership in their teams by engaging empowerment, demonstrating humility, and using active coaching
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Current shared leadership projects:
- Buffalo Public Schools
- Interdisciplinary health care teams
- Sustainable urban transformation
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Additional Resources
- Recommended academic research
– Carson, J. B., Tesluk, P. E., & Marrone, J. A. 2007. Shared leadership in teams: An investigation
- f antecedent conditions and performance. Academy of Management Journal, 50: 1217–
1234. – Wang, D., Waldman, D. A., & Zhang, Z. (2013). A meta‐analysis of shared leadership and team
- effectiveness. Journal of Applied Psychology. 99(2): 181‐198.
– D’Innocenzo, L., Mathieu, J.E., Kukenberger, M.R. (2014). A meta‐analysis of different forms of shared leadership‐team performance relations. Journal of Management, on‐line version.
- You tube clip on shared leadership concept
– http://www.youtube.com/watch?v=haqy9ff2BS8
- Great example of shared leadership (and followership) in sports – leadership
philosophy of coach Phil Jackson
– http://www.youtube.com/watch?v=CVWqTQn‐jU4 – See also, Jackson’s book, “11 Rings”
- Ted Talk by General Stanley McCrystal where shared leadership is covered
– http://www.ted.com/talks/stanley_mcchrystal
- Wall Street Journal editorial column
– http://online.wsj.com/news/articles/SB121441363110903891
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