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journal article Shared Leadership in Teams: An Investigation of Antecedent Conditions and PerformanceThe Academy of Management Journal Vol. 50, No. 5 (Oct., 2007) , pp. 1217-1234 (18 pages) Published By: Academy of Management https://doi.org/10.2307/20159921 https://www.jstor.org/stable/20159921 Read and download Log in through your school or library Alternate access options For independent researchers Read Online Read 100 articles/month free Subscribe to JPASS Unlimited reading + 10 downloads Purchase article $29.00 - Download now and later Abstract Shared leadership refers to a team property whereby leadership is distributed among team members rather than focused on a single designated leader. We examined antecedent conditions that lead to the development of shared leadership and the influence of shared leadership on team performance in a sample of 59 consulting teams. Both the internal team environment, consisting of shared purpose, social support, and voice, and external coaching were important predictors of shared leadership emergence. In turn, shared leadership was found to predict team performance as rated by clients. We conclude by discussing the implications of these findings for team leadership and effectiveness. Journal Information The Academy of Management Journal presents cutting edge research that provides readers with a forecast for new management thoughts and techniques. All articles published in the journal must make a strong empirical and/or theoretical contribution. All empirical methods including (but not limited to) qualitative, quantitative, or combination methods are represented. Articles published in the journal are clearly relevant to management theory and practice and identify both a compelling practical management issue and a strong theoretical framework for addressing it. For more than 40 years the journal has been recognized as indispensable reading for management scholars. The journal has been cited in such forums as The Wall Street Journal, The New York Times, The Economist and The Washington Post. The journal is published six times per year with a circulation of 15,000. Publisher Information The Academy of Management (the Academy; AOM) is a leading professional association for scholars dedicated to creating and disseminating knowledge about management and organizations. The Academy's central mission is to enhance the profession of management by advancing the scholarship of management and enriching the professional development of its members. The Academy is also committed to shaping the future of management research and education. Founded in 1936, the Academy of Management is the oldest and largest scholarly management association in the world. Today, the Academy is the professional home for more than 18290 members from 103 nations. Membership in the Academy is open to all individuals who find value in belonging. Rights & Usage This item is part of a JSTOR Collection. Get answer to your question and much more THE DIFFERENCEBETWEEN LEADERSHIPAND MANAGEMENT 1.Managers are rational problem solverswhileleaders are intuitive, more visionary2.Managers perform other administrativefunction3.Leaders are primarily concerned with results;managers are concerned with the efficiency ofresults4.Leaders obtain their power from below;managers obtain theirs from above Kinds of Leadership1. Formal2. Informal •Formal Leadership refers to theprocess of influencing others topursue official objectives.•Informal Leadership refers to theprocess of influencing others topursue unofficial objectives. Power and LeaderClassified as either:1.Position power2.Personal power Position PowerConsist of the following types:1.Legitimate power2.Reward power3.Coercive power Personal PowerIt may be any or both of the following:1.Expert power2.Referent power •Expert Power. An expert whopossess and can dispense valuedinformation generally exerciseexpert power over those in needof information. •Referent Power. This power refersto the ability of leaders to developfollowers from the strength oftheir own personalities. Theories AboutLeadership1.Trait theories2.Behavioral theories3.Contingency theories Trait Theories•Consider leaders to possesscommon traits. Factors:1.Sociability2.Persistence3.Initiative4.Knowing how to get things done5.Self-confidence6.Alertness to and insight into situations7.Cooperativeness8.Popularity9.Adaptability10.Verbal Facility Good Leaders Have inCommonExtraversionConscientiousnessOpennessEmotional Intelligence •Extraversion-individuals who like being around people and are able to assertthemselves•Conscientiousness-individuals who are disciplined and keep commitments that theymake.•Openness-Individuals who are creative and flexible.•Emotional Intelligence-individuals who are able to understand and manage their personalfeelings and emotions , as well as their emotions towards otherindividuals , events , and objects. Behavioral Theories•Theories that propose that specific behaviorsdifferentiate leaders from non leaders•Four theories related to leadershipbehavior:1.The Ohio State University Studies2.The University of Michigan Studies3.The Yukl Studies4.The Managerial Grid Ohio State UniversityStudies•-Started during 1940s•Two Dimensions:1.Initiating structure•Refers to the extent to which a leader is likely to Upload your study docs or become a Course Hero member to access this document Upload your study docs or become a Course Hero member to access this document End of preview. Want to read all 47 pages? Upload your study docs or become a Course Hero member to access this document What refers to the process of influencing others to pursue official objectives?Gary Yukl (2006) defines leadership as “the process of influencing others to understand. and agree about what needs to be done and how to do it, and the process of facilitat- ing individual and collective efforts to accomplish shared objectives” (p.
What kind of leader is a person who is influencing others to pursue official objectives and rely on expedient combination of reward coercive referent and expert power?Formal Leadership The process of influencing others to pursue official objectives. Formal leaders are vested with formal authority and as such, they generally have a measure of legitimate power. They rely on expedient combination of reward, coercive, referent, and expert power.
Who defined leadership as influencing people to achieve common goal?Northouse (2004) defined leadership as “the process whereby an individual influences a group of individuals to achieve a common goal” (p. 3).
What are the four concepts of leadership?There are several main types of leadership theories: trait, behavioral, management, relationship and situational theories. Each of these types of theories is based on specific foundations that are rooted in how a leader takes action, manages a team of people, makes decisions and adapts to different situations.
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Which among the following refers to the process of influencing others to pursue unofficial objectives?
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