Shared Leadership and Innovation: The Role of Vertical Leadership and Employee Integrity
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Cites background from "Shared Leadership and Innovation: T..."
...In addition to performance-based outcomes, empowering leadership is positively associated with team behaviors, such as shared leadership (Hoch, 2013), knowledge creation (Menguc, Auh, & Uslu, 2013), learning (Yun, Faraj, & Sims, 2005), and effective planning processes (Rapp, Ahearne, Mathieu, & Rapp, 2010)....
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207 citations
Cites background or result from "Shared Leadership and Innovation: T..."
..., antecedents) and the boundary conditions for its effectiveness is still limited in at least two fundamental ways (Carson et al., 2007; D’Innocenzo, Mathieu, & Kukenberger, in press; Drescher et al., 2014; Hoch, 2013; Hoch & Kozlowski, 2014; Nicolaides et al., 2014; Wang, Waldman, & Zhang, 2014)....
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...Since then, studies have explored how vertical leadership and team characteristics influence shared leadership separately (Hoch, 2013)....
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...…to promote shared leadership by inspiring team members to elevate their commitment, give more effort, and “step up” to claim leadership influence (Hoch, 2013; Pearce & Sims, 2002), leader humility, we argue, contributes to the development of shared leadership by facilitating both leadership…...
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...To begin with, existing research has focused on the influence of the formal team leader, specifically showing that the support from the formal leader helps to facilitate shared leadership (e.g., Carson et al., 2007; Hoch, 2013)....
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...Although previous studies have suggested that supervisory support such as empowerment and transformational leadership (Hoch, 2013) may encourage team members to “step up” and take on leadership roles, we argue that leader humility can play a more critical role in shaping shared leadership because it facilitates and legitimizes both leadership-claiming and leadership-granting acts among team members....
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References
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"Shared Leadership and Innovation: T..." refers methods in this paper
...To test our hypotheses, we conducted direct and indirect effects tests with model analysis using SEM with AMOS (Arbuckle 2003) adhering to general assumptions (Baron and Kenny 1986; Jung and Avolio 2000; Kenny 1979; Mathieu and Taylor 2006)....
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46,839 citations
"Shared Leadership and Innovation: T..." refers background in this paper
...Empowering leadership may directly or indirectly influence shared leadership, for example by fostering the development of team member individual self-leadership and self-efficacy (Bandura 1997; Manz and Sims 1991; Pearce and Manz 2005)....
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...…may directly create shared leadership (Ensley et al. 2006; Neck and Houghton 2006; Pearce and Sims 2002), or it may indirectly influence shared leadership, i.e., by fostering the development of the team member’s individual self-leadership skills (Manz 1986) and self-efficacy (Bandura 1997)....
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...Furthermore, the development of new and creative ideas may also correlate with perceived self-efficacy (e.g., Bandura 1997) and group potency (e.g., Guzzo et al. 1993) as it needs a critical reflection of the ‘‘status quo’’ (one would have to find out what is not going well before finding out ways…...
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37,235 citations
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"Shared Leadership and Innovation: T..." refers background or methods in this paper
...As a basis for our model development, following and extending the assumptions of nomological network approach (Cronbach and Meehl 1955), we present and test an IPO model (Hackman 1987; Illgen et al. 2005; McGrath 1991) on antecedents and outcomes of shared leadership....
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...Together, we present and test an input-process output model (IPO) (Hackman 1987; Illgen et al. 2005; McGrath 1991), following and extending the assumptions of nomological network approach (Cronbach and Meehl 1955) on antecedents and outcomes of shared leadership....
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...Based on the basic assumption of input, process output (IPO) models for team processes (Hackman 1987; Illgen et al. 2005; McGrath 1991) our goal was to extend the nomological network (Cronbach and Meehl 1955) on shared leadership....
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...Drawing from nomological network (Cronbach and Meehl 1955) and IPO model approach (Hackman 1987; Illgen et al. 2005; McGrath 1991), we conceptualize shared leadership as a mediating variable, indirectly affecting the relationship between vertical leadership and team composition on team innovation....
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6,953 citations
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Frequently Asked Questions (8)
Q1. What contributions have the authors mentioned in the paper "Shared leadership and innovation: the role of vertical leadership and employee integrity" ?
The purpose of this study was to investigate the relationship between shared leadership, as a collective within-team leadership, and innovative behavior, as well as antecedents of shared leadership in terms of team composition and vertical transformational and empowering leadership. Team leaders rated the teams ’ innovative behavior and their own leadership ; team members provided information on their personality and their teams ’ shared leadership. This study suggests that organizations should facilitate shared leadership which has a positive association with innovation. This is one of the first studies to provide evidence of the relationship between shared leadership and innovative behavior, an important organizational outcome. In addition, the study explores two important predictors of shared leadership, transformational and empowering leadership, and the team composition in respect to integrity. Furthermore, the increasing prevalence of teams, as work arrangements in organizations, raises the question of how to successfully manage teams.
Q2. What are the future works in "Shared leadership and innovation: the role of vertical leadership and employee integrity" ?
Together, the results underscore the value of devoting further research attention to shared leadership, antecedents and outcomes of shared leadership, and the indirect role shared leadership plays in contributing to important organizational outcomes such as innovative behavior.
Q3. What are the main functions of the internal leadership?
training, development, and encouraging team members to work together toward problem solving and achieving the team goals are important internal leadership functions (e.g., Morgeson et al. 2010).
Q4. What is the significance of integrity in team members?
Team members, who are more reliable, trust their fellow team members, and have a tendency to behave more ethically, fair and in a transparent manner, are more likely to be associated with the occurrence of shared leadership.
Q5. What are some examples of leadership behaviors that have been shown to impact collective team outcomes?
Examples where vertical transformational leadership has been shown to impact collective team outcomes, through collective within-team behaviors, include studies that have demonstrated that transformational leadership behaviors increase work outcomes via intrinsic motivation and goal commitment (Piccolo and Colquitt 2006), trust and value congruence (Jung and Avolio 2000), and team potency and cohesion (Bass et al. 2003).
Q6. What is the relationship between transformational leadership and group learning?
transformational leadership has been found to be positively related to team reflexivity, which is similar to group learning (Schippers et al. 2008).
Q7. What is the difference between empowering and participative leadership?
Manz and Sims (1987), in their seminal work on self-managing teams, stated that traditional participative leadership differs from empowering leadership as participation relates to the delegation of decision authority, whereas empowering fosters the development of the employees.
Q8. What are the factors that may enhance shared leadership?
As one group of factors that may enhance shared leadership, vertical transformational and empowering leadership behaviors have been discussed.