Abstract
This short note presents a theoretical model of the relationship between performance and values-based shared leadership. Preliminary support for the model is provided in the form of critical incident examples that were derived from an ethnographic inductive model building study of Herman Miller Inc., a leading business furniture innovator and manufacturer. The model adds to the shared leadership literature by examining the relationship of shared leadership with sustainable performance as moderated by two primary values: (1) commitment to an ongoing creative process and (2) the recognition of every organization stakeholder as a valuable resource.
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