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Full-Text Articles in Business
Leadership: Current Theories, Research, And Future Directions, Bruce Avolio, Fred Walumbwa, Todd J. Weber
Leadership: Current Theories, Research, And Future Directions, Bruce Avolio, Fred Walumbwa, Todd J. Weber
Department of Management: Faculty Publications
This review examines recent theoretical and empirical developments in the leadership literature, beginning with topics that are currently receiving attention in terms of research, theory, and practice. We begin by examining authentic leadership and its development, followed by work that takes a cognitive science approach. We then examine new-genre leadership theories, complexity leadership, and leadership that is shared, collective, or distributed. We examine the role of relationships through our review of leader member exchange and the emerging work on followership. Finally, we examine work that has been done on substitutes for leadership, servant leadership, spirituality and leadership, cross-cultural leadership, and …
Shared Leadership Theory, Craig L. Pearce, Jay A. Conger, Edwin A. Locke
Shared Leadership Theory, Craig L. Pearce, Jay A. Conger, Edwin A. Locke
Department of Management: Faculty Publications
Edwin Locke contributed a chapter to the critique section of Craig Pearce and Jay Conger’s (2003a) edited book, Shared Leadership: Reframing the Hows and Whys of Leadership, published by Sage. In this letter exchange, they continue their dialogue on this important topic. They focus in particular on clarifying what each means by “shared leadership” and on what shared leadership can and should look like at the top of organizations.
The Importance Of Vertical And Shared Leadership Within New Venture Top Management Teams: Implications For The Performance Of Startups, Michael D. Ensley, Keith M. Hmieleski, Craig L. Pearce
The Importance Of Vertical And Shared Leadership Within New Venture Top Management Teams: Implications For The Performance Of Startups, Michael D. Ensley, Keith M. Hmieleski, Craig L. Pearce
Department of Management: Faculty Publications
The current study investigated the relative influence of vertical versus shared leadership within new venture top management teams on the performance of startups using two different samples. Vertical leadership stems from an appointed or formal leader of a team (e.g., the CEO), whereas shared leadership is a form of distributed leadership stemming from within a team. Transformational, transactional, empowering, and directive dimensions of both vertical and shared leadership were examined. New venture performance was considered in terms of revenue growth and employee growth. The first sample was comprised of 66 top management teams of firms drawn from Inc. Magazine’s …