Abstract
Most of the thousands of studies of leadership in organizations choose as the unit of analysis the individual leader. This choice runs contrary to the often-observed fact that organizations have numerous leaders at all levels of the organization - in other words, a network of leaders which permeates the formal organizational structure where the network of leaders reconfigures as the internal and external environments dynamically evolve. This paper proposes a model of strategic leadership which is based upon four modes of single actor and shared leadership (stars, clans, teams and leadership networks). In particular, it advocates a network approach to strategic leadership where there is a set of highly dynamic competency and role changes, i.e., a mix of both human and social capital. It sets forth propositions for the situational appropriateness of each of these four forms and identifies avenues for future research, arguing for a paradigm of strategic leadership that is closer to what organizational members, executives as well as lower-level employees, actually experience.
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