Shared leadership
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The document discusses shared leadership, which involves distributing leadership among team members rather than having a single leader. It provides examples of benefits like deeper communication, shared purpose, and social support, as well as potential challenges like longer decision-making and shared blame. The document also outlines prerequisites for shared leadership, like commitment from senior leadership, and ways to implement it through transformation of mindsets, organizational structures, and culture.
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Shared leadership skills
1. The document discusses using action learning to develop shared leadership skills. It describes action learning as working in groups to address real organizational problems while developing leadership competencies through reflective questioning.
2. Key elements of action learning that build shared leadership include focusing on complex problems requiring diverse perspectives, group sizes that allow full participation, and reflective questioning that emphasizes listening to others.
3. Studies found that action learning projects helped organizations generate solutions to complex issues by developing capabilities like engaging across boundaries, understanding interdependencies, and effective teamwork.
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This document discusses shared leadership, which refers to leadership being shared among team members rather than a single vertical leader. It notes that both shared and vertical leadership are important for performance. Shared leadership is useful when expertise is distributed or for large, complex groups. Factors like team characteristics, tasks, and environment influence whether shared leadership is effective. Future research should define shared leadership and examine how and when it succeeds as well as developing leadership capabilities in teams.
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Shared leadership is a team leadership approach where influence and power are distributed among team members, rather than concentrated in a single appointed leader. It involves team members leading one another towards achieving shared goals through providing feedback that motivates and influences the team's direction. Shared leadership can be measured through members rating each other's leadership behaviors and through social network analysis to assess patterns of influential relationships. Potential advantages include united responsibility, employee involvement in decisions, and increased creativity and satisfaction, while disadvantages include difficulty executing and requiring significant changes to organizational structure and decision-making.
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Shared leadership
- 1. Shared Leadership Iliana Santillan NCSU FYD 554 Collaborations and Partnerships – Dr. Behnke
- 3. Classic Example: Geese flying in “V” formation Willingness to change the status quo Creating and communicating vision Modeling desired behavior Enabling others to act Encouraging each other
- 4. Shared… Shared blame Deeper communication more often Death by Meeting Longer decision making Giving in and sometimes giving up Shared success
- 5. Deeper communication more often Sense of purpose Two-way flow Good drama Good leadership Balance Good timing Participation Accountability Regularity Continuous improvement
- 6. Interactions Extend feedback Disposed to accept and rely on the feedback of each other Shared purpose Social support Voice
- 7. Prerequisites Explicit commitment by senior leadership to change Upfront investment of time to educate and plan Fundamental management practices in place Engagement and accountability
- 8. Shared Leadership Spectrum Adaptability within the spectrum Orientation toward shared leadership Culture of trust
- 9. Implementing Shared Leadership Transformation in mindset and role Organizational restructuring Changes in communication and decision making processes Changes in organizational culture and relationships Conceptualize Practice Encourage
- 10. Contact information Iliana Santillan misantil@ncsu.edu
- 11. References Allison, M., Misra, S., & Perry, E. (2014, April 21). Doing more with more: Putting shared leadership into practice. Retrieved from Nonprofit Quarterly website: https://nonprofitquarterly.org/management/24051-doing-more-with-more-putting-shared-leadership- into-practice.html Boundless. (2014, November 14). Shared Leadership. Retrieved from Boundless Management website:https://www.boundless.com/management/textbooks/boundless-management-textbook/ leadership-9/other-leadership-perspectives-73/shared-leadership-363-10556/ Crutchfield, L. R., & Grant, H. M. (2007). Forces for good: The six practices of high-impact nonprofits . San Francisco: Jossey-Bass. Donahue, B. (2013, May 16). Are you ready for shared leadership? Retrieved from Dr. Bill Donahue website: http://drbilldonahue.com/shared-leadership/ Griffiths, M. (2013, April 11). Promoting shared leadership. Retrieved from Project Management website: http://www.projectmanagement.com/articles/278114/Promoting- Shared-Leadership Lencioni, P. (2004). Death by meeting. San Francisco: Jossey-Bass. Owen, L. (n.d.). 10 ways to avoid death by meeting. Retrieved from Red Point Coaching Blog website: http://redpointcoaching.wordpress.com/2011/03/16/10-ways-to-avoid-death-by- meeting/