Shared Leadership

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.