Shared Leadership Research Articles

Shared equity leadership: Working collectively to change campus cultures.

Shared equity leadership: Working collectively to change campus cultures.

An Organizational Commitment to Diversity, Equity, Inclusion, and Justice: A Multipronged Strategic Approach.

Cedars-Sinai is a sixth continuous Magnet organization in Southern California that embodies inclusive leadership in support of diversity, equity, inclusion, and justice (DEIJ) principles. The organization adheres to a strategic model prioritizing staff sense of belonging, empowerment, engagement, curiosity, and creativity. Employing inclusive leadership, we have implemented strong programs of professional development and continuous learning, innovation, and research. This leadership and these programs have fostered a culture of inquiry, support evidence-driven practice, quality improvement, and staff engagement. Our organization is committed to creating a caring and healing environment that promotes performance. We believe in practicing loving-kindness toward ourselves and others as a core value. Executive leadership support has been a key element in our successful implementation of DEIJ strategies, including employee resource groups, Shared Leadership Councils, transition to practice programs, health equity research, and innovative solutions. These strategies have been shown to yield a significant return on investment.

‘Courageous and uncomfortable’: high school English language arts teachers using shared leadership qualities in virtual and hybrid classrooms during the COVID-19 pandemic

ABSTRACT Shared leadership research shows that it could be beneficial in the high school classroom. During the COVID-19 pandemic, teachers were looking for best-practice strategies to move their curriculum online and to hybrid. This worldwide crisis provided a moment in time to rethink traditional education in unprecedented mandatory mass virtual and hybrid learning. For this study, data was collected using a three-interview approach on Zoom in conjunction with virtual observations of classrooms, teacher and student artifacts, and researcher reflections. The selected teachers reported that they worked to foster an environment of trust, interdependence, collaboration, and collectivism at the beginning of school year 2020 which allowed aspects of shared leadership and student voice to flourish, even within multiple, changing modalities. Students felt more confident to take safe risks in discussion and thinking because everyone was experiencing change, a shared collectivism. The participants found success using student voice consistently to help create engagement, creativity, and other shared leadership qualities in the classroom. All of the qualities were reciprocal, as trust increased, student voice also increased, and likewise for many of the other qualities. Because of this reciprocity, students were able to discuss and reflect knowledge in new ways that many times they directed. Teachers reported a sense of self-efficacy through students’ engagement in their course work and their willingness to take risks. Many times, the teachers felt like students themselves as they took risks and adapted to the changing requirements.

Does the sharing of leadership increase the coherence of a school's instructional framework?

PurposeExisting research suggests that organizational learning, jointly implemented by principals and teachers may reduce agency risks and improve school management effectiveness. However, research investigating how this process occurs is lacking. The relationship between school leaders promoting the involvement of teachers in school-wide processes focused on instructional improvement and the coherence characterizing a school's instructional program remains unclear.Design/methodology/approachThe authors identified shared instructional leadership and instructional coherence, as two key variables describing the process of organizational learning and the outcome of agency risk reduction. The authors employed hierarchical linear modeling to test the hypothesis that shared leaderships positively predicts differences among schools in instructional coherence.FindingsBased on a sample of 113 public high schools selected from a U.S. Midwestern state, the results confirm the hypothesis.Research limitations/implicationsThis study uses the existing theoretical and empirical findings to interpret the potential relationship between shared leadership and instructional coherence, and validates it through empirical data analysis. The findings expand the understanding of the shared leadership theory. Although the design of this study is strictly based on theoretical and empirical findings, and part of the purpose of the research is to find the reasons why shared leadership seems to be insignificant in some countries and regions, readers should still note that the sample source is American schools. The findings of this study are worth examining with different samples in future studies.Practical implicationsSince the direct relationship between shared leadership and student standardized test scores has been difficult to measure, and in some countries even negative, there is debate about the need for shared leadership. The difficulty of measurement is caused by the diversity of leadership subjects and the complexity of leadership tasks. This study finds out the direct object of shared leadership and the process of exerting its effects, which will expand the understanding of the positive meaning of shared leadership. This will help different countries and regions better identify and play the role of shared leadership.Originality/valueBased on the combination of organizational learning theory, agency theory and shared leadership theory, the study modeled the process of collaborative organizational learning among principals and teachers. The study employed instructional coherence as a form of structured organizational learning that is a prerequisite for improvement in common measures of student learning such as standardized test scores. Do so provide practical guidance for educators seeking improvement through organizational learning.

A process framework of shared leadership emergence in product development project teams

Shared leadership is a complex phenomenon as it is a dynamic, interactive, and cyclic process that is shared among several team members at different times. The focus of research on shared leadership is on the preconditions and consequences of shared leadership, but little is known about the process of its emergence. In our study, we take a process perspective to gain deep insights into the emergence of shared leadership. In an exploratory case study, data were collected through observation of team meetings, semi-structured interviews and internal project documents and analysed via a coding process and content analysis. Based on our findings, we develop a process framework for the emergence of shared leadership in a product development project team. We make several contributions. First, we extend the theory of shared leadership by adding a process framework for the emergence of shared leadership in product development project teams. Second, we enhance the leadership emergence theory to include additional antecedents and process mechanisms. Third, we extend the functional leadership theory by identifying the occurrence of leadership functions. The practical contributions we make are relevant for project managers/sub-project leaders and team members to promote and develop shared leadership in product development project teams.

Teachers and principals’ assessment of schools as professional learning communities in a district in the North-West Province of South Africa

As researchers continue to seek strategies to bring systemic change in schools, many have turned to professional learning communities due to the valuable possibilities that these communities offer in reforming schools. The study aims to analyse how teachers and principals in the Dr Kenneth Kaunda District in the North-West Province of South Africa perceive their schools as professional learning communities. A quantitative approach was used to sample 87 schools for this study. Questionnaires were given to 1,260 teachers and principals in this district. The questionnaire was based on the conceptual framework of professional learning communities. The Statistical Package for the Social Sciences software program was used to analyse the data. Assessing schools as professional learning communities remains a significant way to re-examine educational institutions to determine their performance outcome. The main findings included respondents who strongly agreed to all the core components ranging from 21% (Supportive conditions – structures) to 28% (Shared supportive leadership and Supportive conditions – relationships). Respondents who agreed with all the core components rated all the components above 50% and ranged from 55% (Supportive conditions – structures) to 65% (Additional statements). While respondents who disagreed ranged from 9% to 18%, respondents who strongly agreed only ranged from 1% to 6%. Principals rated their schools as professional learning communities more than the teachers. This study also established other problems facing educational institutions in this district, adding to those already highlighted by previous researchers. Schools should be encouraged to use this self-assessment method for their respective evaluations. This article is intended mainly for teachers and principals and all those who are involved in schools' reconstruction, including the Ministry of Education

Examining Chinese employees´ perceptual frameworks including their attitudinal orientations towards the concepts and implementation of shared leadership: An exploratory investigation

In view of today´s dynamic business environment, shared leadership breaks with the classical leadership approaches by offering new possibilities of participation, active contribution and taking over responsibility for employees. Among other aspects, shared leadership certainly relies on highly motivated participants who are willing to implement this new leadership approach. This research study focuses on the motivational factors at work, attitude towards shared leadership and an implementation guideline for shared leadership in a Chinese culture context. This qualitative research is conducted by online-interviews of 10 Chinese citizens, supported by a semi-structured guideline. The results are inductively evaluated by Mayring´s procedure of qualitative content analysis. Regarding mentioned motivational factors, Chinese responses do not significantly differ from Western based literature. An ambivalent attitude towards shared leadership can be determined with transparent concerns that the Chinese participants have in mind. Nonetheless, chances and possible applications of shared leadership can be perceived which lead to a suggested step-by-step guideline, how to implement shared leadership in an existing organization. Among possible limitations, when evaluating the given responses, wishful thinking and reality should be considered. Furthermore, a restricted representativeness for Chinese society by convenience sampling should be noted. Follow-up studies could go further on quantitative researching with the collected impressions from this qualitative research. There could also be a longitudinal study to check for any changes of the attitude towards shared leadership.

Digital transformation, state Hei performance and the moderating role of leadership

ABSTRACT Considering the importance of Digital Transformation (DT) for better performance in Higher Education Institutions (HEIs), and the role played by leadership in the DT process, this study has a twin aim. The first is to analyse how DT can influence different performance dimensions of State HEIs. The second is to analyse the possible moderating effect of leadership styles on the relation between DT and these HEIs’ performance. To do so, a composite index of DT was elaborated and applied to websites of Brazilian and Iberian State HEIs. Through application of the PLS-SEM method, it was identified that three dimensions of DT are found to have a positive and significant influence on performance in research, transfer, internationalization and sustainability in Brazilian HEIs. In turn, three dimensions of DT influence performance in research and transfer in Iberian HEIs. Despite not confirming the moderating effect of leadership, this study revealed that the interaction between cybernetic and shared leadership styles and DT has a positive and significant influence on research performance in Brazilian HEIs. The empirical evidence presented here can support grounded, prioritized decision-making by managers and governors, in order to ensure improved DT and performance in the HEIs studied.

임상간호사의 공유리더십과 팀효능감이 회복탄력성에 미치는 영향

Objectives This study investigates the effects of shared leadership, team efficacy on resilience Clincal nursre. Methods Data collection was conducted on 194 Clincal nursre from April 10 to April 30, 2023, at P city and the responses to the questionnaire were analyzed by descriptive analysis, t-test, One-way ANOVA, Pearson's corre-lation coefficient, and Hierarchical Multiple Regression Analysis. Results As results of this study, shared leadership scored 3.91 out of 5, Team efficacy 3.84 out of 5 and Resilience 3.60 out of 5. Shared leadership was significantly higher the position (F=3.644, p<.05) and Team efficacy was higher with more clinical experience (F=2.683, p<).05), the higher the position, the higher it was(F=3.234, p<.05). The resilience of the older you are (F=4.626, p<.05), the higher the clinical career (F=3.811, p<.01), and the higher the position, the higher the position, the higher the clinical career(F=5.284, p<.01). Clinical nurses' of resilience was correlated with shared leadership (r=.393, p<.001)and there was a correlation with team efficacy (r=.582, p<.001). More clinical experience (β=.364, p<.01), had an effect on team efficacy is resilient (β=.608, p<.001) and explaining 40.6% of the variance(F=12.522, p<.001). In other words, it was results show that the resilience of clin-ical nurses increased were associated with enhanced as the clinical experience, the team efficacy. Conclusions Based on the results of this study, it can be concluded that management measures such as the de-velopment and application of programs to improve resilience of clinical nurse are needed.

The U.S. Disposable Diapers Market: A Competitive Profile

This is the sixteenth paper that follows the footsteps of fifteen studies that have tried to analyze the competitive profiles of U.S. consumer markets: Men’s Shaving Gel, Beer, Shampoo, Shredded/Grated Cheese, Refrigerated Orange Juice, Men’s Razor-Blades, Women’s Razor-Blades, Toothpaste, Canned Soup, Coffee, Potato Chips, Alkaline AA Battery, Facial Tissue, Toilet Paper, and Paper Towel.Michael Porter associates high market share with cost leadership strategy, which is based on the idea of competing on a price that is lower than that of the competition.However, customer-perceived quality—not low cost—should be the underpinning of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer markets, a business seeking market share leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher to signify an image of quality, and to ensure that the strategy is both profitable and sustainable in the long run. The middle class is the socio-economic segment that represents about 40% of households in America.Quality, however, is a complex concept, consumers generally find difficult to understand. So, they often use relative price, and a brand’s reputation, as a symbol of quality.For 2008 the U.S. Disposable Diapers market had sales of $2,411 million.Using Hierarchical Cluster Analysis, we tested two hypotheses: (I) That the market leader is likely to compete in the mid-price segment, and that (II) Its unit price is likely to be higher than that of the nearest competition.For both 2008 and 2007, the results did not support Hypothesis I, because both the market leader, Pampers, and the runner-up, Huggies, were member of the super-premium segment.However, the results did support Hypothesis II for both 2008 and 2007, because Pampers’ unit price was higher than that of the runner-up, Huggies.We found that relative price was a strategic variable, as hypothesized.A pattern is emerging in price-quality segmentation analysis. In ten of the sixteen studies—that exclude Men’s and Women’s Razor-Blades, Ground Coffee, Toilet Paper, Paper Towels, and Disposable Diapers—the market leader was found to be a member of the mid-price segment, as we have hypothesized.Moreover, results in seven markets supported Hypothesis II.Finally, we also discovered three strategic groups in the industry.

The Antecedents of Shared Leadership in Sport for Development and Peace Collaboratives

While recent scholarship emphasizes the potential role of shared leadership as a viable alternative to help address existing challenges in the Sport for Development and Peace sector, limited attention has been given to understanding how and when shared leadership can be developed. Therefore, the purpose of this study was to explore antecedents of shared leadership based on practitioners’ lived experiences within multiorganizational collaboratives. A total of 30 practitioners involved in two multiorganizational Sport for Development and Peace collaboratives was interviewed. Data were analyzed through a two-cycle coding process. Four themes were identified, including (a) strategic planning, (b) support from vertical leaders, (c) shared events, and (d) personal characteristics of members as critical antecedents of shared leadership. The findings of this study provide a foundation for refining shared leadership theory. Additionally, the findings also allow for the identification of field-sensitive strategies practitioners can implement to develop environments more conducive to shared leadership development.

The Goals and Realization of ‘Socio-Horticulture’ as a University Character Education

This study aims to explore the potential of a new university character education model for today's college students who are seeking an immediate transition to an ecological civilization in various aspects of their daily lives. To achieve this, it examines the background, development process, operational methods, and key educational content of the course “SHARE Community Gardening” at E-University, which is based on the concept of “socio-horticulture.” In doing so, it will not only highlight the distinctions between this course and E-University's precursor course, “SHARE Leadership,” but also differentiate it from urban agriculture courses offered at other universities. Furthermore, the study intends to provide a detailed description and analysis of the course development process, including the establishment of farming spaces and facilities, urban agriculture training for instructors, and the identification of learner needs. Additionally, it will describe the assessment methods and operational support system for the course, and introduce a curriculum for “socio-horticulture” education suitable for the four seasons in Korea. Ultimately, this research seeks to evaluate the significance and value of “socio-horticulture” as a component of university character education.

The impact of heterogeneous shared leadership in scientific teams

Leadership is evolving dynamically from an individual endeavor to shared efforts. This paper aims to advance our understanding of shared leadership in scientific teams. We define three kinds of leaders, junior (10–15), mid (15–20), and senior (20+) based on career age. By considering the combinations of any two leaders, we distinguish shared leadership as “heterogeneous” when leaders are in different age cohorts and “homogeneous” when leaders are in the same age cohort. Drawing on 1,845,351 CS, 254,039 Sociology, and 193,338 Business teams with two leaders in the OpenAlex dataset, we identify that heterogeneous shared leadership brings higher citation impact for teams than homogeneous shared leadership. Specifically, when junior leaders are paired with senior leaders, it significantly increases team citation ranking by 1–2 %, in comparison with two leaders of similar age. We explore the patterns between homogeneous leaders and heterogeneous leaders from team scale, expertise composition, and knowledge recency perspectives. Compared with homogeneous leaders, heterogeneous leaders are more impactful in large teams, have more diverse expertise, and trace both the newest and oldest references.

Health equity implementation expectations and challenges in a multi-level system reform initiative

Abstract Background Within Australia, a system reforming place-based initiative across an area the size of Spain is being implemented. The aim is to expand community-based care models and reduce hospital demand. As COVID-19 demonstrated, sustainability of healthy societies requires a health equity focus across all stages of health reform. Despite central equity principles, pressures risk diminishing this goal as policy is translated into practice across system levels. This initiative is a perfect case study opportunity to inform policy implementation through understanding operationalisation challenges and protections across a multi-level system. Methods 18 semi-structured interviews were conducted in 2022 and 2023 with a purposive sample of senior policy executives, program managers and clinicians across partner organisations and the NSW Ministry of Health. An iterative interview process captured perspectives across system levels as the program was progressively implemented. Interviews were analysed using an inductive constant comparative approach. Results Preliminary findings indicate tensions that impact on realising equity goals. Key tension points exist between levels of operationalisation. These can manifest as perceived trade-offs between health equity and efficiency; place-based reforms that put downward pressure on resource challenged local services to manage equity; and funding models that discourage access. Tension mitigation is partially achieved through leadership commitment, community building, and ring-fenced equity funds. The shared equity understanding in rural areas is also a protective factor. Conclusions While local mitigation factors can protect equity goal preservation, we recommend consideration towards building alignments across system levels. This can include aligning leadership goals and designated funding streams across levels. Further opportunities not often captured in the interviews exist, including aligning accountability and monitoring processes. Key messages • Mitigation strategies exist to overcome inherent system tensions that impact on reforms achieving equity goals. While these can be partially achieved at one level, multi-level alignment is critical. • Shared leadership goals and designated funding streams can support overcome health equity tensions during implementation of reform initiatives, and would be supported by multi-level system alignment.

Promoting shared leadership in Lean Six Sigma project teams: toward a three-way interaction model

PurposeShared leadership is an effective mechanism for managing project teams. Its performance-enhancing benefits have been demonstrated in many studies. Nonetheless, there is an obvious silence about how to promote shared leadership in Lean Six Sigma (LSS) project teams. To address this deficit, the purposes of this study are to investigate the influence of shared leadership on LSS project success and to explore how team psychological safety, project task complexity and project task interdependence influence shared leadership.Design/methodology/approachA multi-source, time-lagged survey design with a four-month interval was conducted. To do this, the authors collected data from 71 project teams (comprising 71 project managers and 352 project members) using LSS approaches in the manufacturing and service industries.FindingsThe findings show that shared leadership positively influences LSS project success. The authors also found that team psychological safety fosters the development of shared leadership and, more importantly, these effects are stronger when the tasks are more complex and more interdependent.Practical implicationsThese findings advance our understanding of the factors that enable shared leadership and equip LSS project managers with practical techniques to improve shared leadership for the success of their projects.Originality/valueThis study extends the theory of shared leadership to the context of LSS project management and is among the first, to the best of the authors’ knowledge, to theoretically propose and empirically validate how to promote shared leadership in LSS project teams.

Impact of Shared Leadership and Entrepreneurial Orientation on Organizational Learning in Banking Industry

This study aims to explore the impact of shared leadership on entrepreneurial orientation in Dubai commercial banks, and whether organizational learning ability intercedes the impact of shared leadership on entrepreneurial orientation. Embracing a quantitative research structure, information was gathered by methods for a poll based study of workers in Dubai commercial banks. In view of 330 usable reactions, the outcomes uncovered the critical impact of shared leadership and two of its measurements (uplifting inspiration and scholarly incitement) on entrepreneurial orientation. Two other measurements (admired impact and individualized thought) didn't add to entrepreneurial orientation. Moreover, the outcomes demonstrated that shared leadership significantly affects organizational learning ability, and that organizational learning capacity thus influences entrepreneurial orientation. The discoveries affirm that organizational learning capacity completely intervenes the impact of shared leadership on entrepreneurial orientation. Various suggestions are propelled, the generally significant of which is that banks ought to improve and build up administrators' shared traits by preparing them on the best way to manage workers so as to expand their entrepreneurial orientation. Banks ought to additionally think about improving their learning ability, as this assumes a huge role in upgrading and supporting the impact of shared leadership characteristics on entrepreneurial orientation.

Unleashing the Power of Shared Leadership: Examining the Effects of Climate for Initiative and Climate for Psychological Safety on Taking Charge

Aim of the Study: The research examined the relationship between shared leadership and the taking-charge behavior of employees. This research study has also incorporated climate for initiative as a mediator and climate for psychological safety as a moderator. Methodology: The research study is based on the positivist paradigm. The research design for this study is cross-sectional. Employees working at senior management, middle management, and lower management levels in the pharmaceutical business (registered with chambers of commerce) in major cities like Lahore, Faisalabad, Gujranwala, Sialkot, Rawalpindi, Islamabad, and Karachi are the target population of the study. A multistage random sampling method is used for sample selection. Primary data from (N=430) employees is collected. Key Findings: Results showed that shared leadership is positively related to the taking charge behavior of employees and the climate for taking the initiative. The climate for taking the initiative is positively related to the taking charge behavior of employees. Conclusion: The climate for initiative mediates the relationship between shared leadership and taking charge behavior. The moderation hypothesis is not supported (H5) in this research work. The present study has numerous important academic and real-world implications discussed in it.

A STUDY ON THE INFLUENCING MECHANISM OF SHARED LEADERSHIP STYLE ON TEAM INNOVATION PERFORMANCE: MEDIATED BY KNOWLEDGE SHARING AND ORGANIZATIONAL INNOVATION CLIMATE

This study mainly used a combination of qualitative and quantitative mixed method to investigate the mechanism of shared leadership style's influence on team innovation performance. Through the survey, descriptive statistical analysis, CITC test, factor analysis and testing the reliability and validity of the questionnaire were performed for each variable. Correlation analysis and control variables ANOVA were used, and the model was validated. 
 The study found that shared leadership styles positively contribute to (shared transformational leadership, shared transactional leadership, and shared empowerment leadership) team innovation performance, and organizational innovation climate and knowledge sharing have a mediating role in the relationship between shared transformational leadership and shared transactional leadership, i.e., shared transformational leadership and shared transactional leadership styles contribute to team innovation performance through the mediating role of organizational innovation climate and knowledge sharing. Discussion and recommendations around each finding were also provided by the researcher by the end of the study.

Temporal dynamics of shared leadership, team workload, and collective team member well-being: a daily diary study

ABSTRACT In this diary study, we consider shared leadership and team workload as antecedents of team mental health. We draw on conservation of resources theory to theorize how linear change trajectories of shared leadership are related to change trajectories in team members’ shared well-being and emotional exhaustion. Furthermore, we investigate the interaction between change trajectories of shared leadership and team workload, predicting that change in shared leadership will be more strongly related to change in team mental health when team workload increases. 265 team members nested in 77 teams completed a daily diary survey over five consecutive workdays. As hypothesized, an increase in shared leadership was associated with an increase in team well-being and a decrease in emotional exhaustion over time. Further, shared leadership interacted with team workload, such that an increase in shared leadership was more strongly associated with a decrease in shared emotional exhaustion when team workload increased. However, team member well-being was not affected by such an interaction. These findings address the missing link between shared leadership and team well-being and exhaustion, establish shared leadership as an important team resource, and contribute a temporal perspective on shared leadership as a dynamic team phenomenon.

How leader humility influences team reflexivity: a team level analysis

PurposeThe purpose of this study is to examine the effect of leader humility on team reflexivity. This study also investigates the mediating role of relation-oriented shared leadership and the moderating role of leader trust.Design/methodology/approachThis study collected data from the information technology (IT) service provider of a large telecommunications company in South Korea. A total of 311 employees (individual response rate of 31.2%) in 59 teams (team response rate of 83.01%) were included in the final analysis. Several hierarchical regression analyses and PROCESS macro were used.FindingsThe results indicate that leaders’ humble behaviour is positively associated with team reflexivity and facilitates relation-oriented shared leadership among team members, particularly when they have a higher level of affect-based trust in leaders.Practical implicationsThis study may help researchers and practitioners better understand the conditions influencing the impact of leader humility on team members’ behaviour.Originality/valueThe main value of this study is to add to the knowledge on team reflexivity by identifying leader humility as a critical factor affecting team reflexivity. Furthermore, this study provides a deeper understanding of why leader humility influences team reflexivity.