Read Online (Free) relies on page scans, which are not currently available to screen readers. To access this article, please contact JSTOR User Support . We'll provide a PDF copy for your screen reader.
With a personal account, you can read up to 100 articles each month for free.
Get StartedAlready have an account? Log in
Monthly Plan
- Access everything in the JPASS collection
- Read the full-text of every article
- Download up to 10 article PDFs to save and keep
Yearly Plan
- Access everything in the JPASS collection
- Read the full-text of every article
- Download up to 120 article PDFs to save and keep
Log in through your institution
Purchase a PDF
Purchase this article for $29.00 USD.
How does it work?
- Select the purchase option.
- Check out using a credit card or bank account with PayPal .
- Read your article online and download the PDF from your email or your account.
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
//doi.org/10.2307/20159921
//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.
For terms and use, please refer to our Terms and Conditions
The Academy of Management Journal © 2007
Academy of Management
Request Permissions
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