Chapter 5 Leadership as a collective process
Published: May 2021
Component type: chapter
Published in: Event Leadership
Parent DOI: 10.23912/9781911635253-4276
As we have seen in the previous chapters of this book, one of the criticisms of a large section of leadership studies is that they still mostly focus on the role of those in formal leadership positions. The majority of leadership scholars still tend to study leadership from the perspective of the formal leaders, and with the preconception that leadership stems from a single source. This perspective is referred to as an entity-led perspective – viewing leadership through the lens of the behaviour of one person. By taking this entity-led perspective, leadership studies are still very narrow in focus. However, some scholars have begun to recognise the limitations of ‘heroic’ or entity-led leadership studies and have instead turned their focus from leadership as something a leader does, towards conceptualising leadership as an influence process (Langley & Tsoukas, 2017; Northouse, 2017).
- Emma Abson, Sheffield Hallam University (Author) https://orcid.org/0000-0002-1333-4216
For the source title:
- Dr Emma Abson, Sheffield Hallam University (Author) https://orcid.org/0000-0002-1333-4216
Abson, E. (2021) "Chapter 5 Leadership as a collective process" In: Abson, D.E. (ed) . Oxford: Goodfellow Publishers http://dx.doi.org/10.23912/9781911635253-4863
Avolio, B. J., Walumbwa, F. O. & Weber, T. J. (2009). Leadership: current theories, research and future directions. Annual Review of Psychology, 60, 421-429.
Badaracco, J. (2001). We don't need another hero. Harvard Business Review, 79(8), 120-126.
Benson, A. M. & Blackman, D. (2011). To distribute leadership or not? A lesson from the islands. Tourism Management, 32(5), 1141-1149. Bergman, J.Z., Rentsch, J.R., Small, E.E., Davenport, S.W. & Bergman, S.M. (2012) The shared leadership process in decision-making teams. Journal of Social Psychology, 152(1), 17-42. doi:10.1080/00224545.2010.538763.
Bolden, R. (2011). Distributed leadership in organizations: a review of theory and research. International Journal of Management Reviews, 13(3), 251-269.
Brown, M. H. & Hosking, D. M. (1986). Distributed leadership and skilled perfomance as successful organisation in social movements. Human Relations, 39(1), 65-79. Burke, C. S., Stagl, K. C., Klein, C., Goodwin, G. F., Salas, E. & Halpin, S.
M. (2006). What type of leadership behaviors are functional in teams? A meta-analysis. Leadership Quarterly, 17(3), 288-307. doi:10.1016/j. leaqua.2006.02.007.
Carson, J., Tesluk, P. E. & Marrone, J. A. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50(5), 1217-1234.
Clarke, N. (2012). Leadership in projects: what we know from the literature and new insights. Team Performance Management, 18(3-4), 128-148. doi:10.1108/13527591211241042.
Cullen-Lester, K. L. & Yammarino, F. J. (2016). Collective and network approaches to leadership: Special issue introduction. Leadership Quarterly, 27(2), 173-180. doi:10.1016/j.leaqua.2016.02.001.
Currie, G. & Lockett, A. (2011). Distributing leadership in health and social care: concertive, conjoint or collective? International Journal of Management Reviews, 13(3), 286-300.
D'Innocenzo, L., Mathieu, J. E. & Kukenberger, M. R. (2016). A meta-analysis of different forms of shared leadership-team performance relations. Journal of Management, 42(7), 1964-1991. doi:10.1177/0149206314525205.
Day, D. V., Gronn, P. & Salas, E. (2004). Leadership capacity in teams. The Leadership Quarterly, 15(6), 857-880. doi:10.1016/j.leaqua.2004.09.001.
Day, D. V., Gronn, P. & Salas, E. (2006). Leadership in team-based organizations: On the threshold of a new era. Leadership Quarterly, 17(3), 211-216. Dinh, J., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C. & Hu, J. (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives. Leadership Quarterly, 25(1), 36-62.
Ensley, M. D., Hmieleski, K. M. & Pearce, C. L. (2006). The importance of vertical and shared leadership within new venture top management teams: Implications for the performance of startups. Leadership Quarterly, 17(3), 217-231. doi:10.1016/j.leaqua.2006.02.002.
Evaggelia, F. & Vitta, A. (2012). Is shared leadership the new way of management? Comparision between vertical and shared leadership. Science Journal of Business Management, 2012(2), 5.
Fausing, M. S., Joensson, T. S., Lewandowski, J. & Bligh, M. (2015). Antecedents of shared leadership: empowering leadership and interdependence. Leadership & Organization Development Journal, 36(3), 271-291. doi:10.1108/LODJ-06-2013-0075.
Fielding, K. S. & Hogg, M. A. (1997). Social identity, self-categorization, and leadership: a field study of small interactive groups. Group Dynamics: Theory, Research, and Practice, 1(1), 39-51. doi:10.1037/1089-26184.108.40.206.
Fitzsimons, D., James, K. T. & Denyer, D. (2011). Alternative approaches for studying shared and distributed leadership. International Journal of Management Reviews, 13(3), 313. Fransen, K., Van Puyenbroeck, S., Loughead, T. M., Vanbeselaere, N., De
Cuyper, B., Vande Broek, G. & Boen, F. (2015). Who takes the lead? Social network analysis as a pioneering tool to investigate shared leadership within sports teams. Social Networks, 43, 28-38. doi:10.1016/j. socnet.2015.04.003.
Friedrich, T., Griffith, J. & Mumford, M. (2016). Collective leadership behaviours: evaluating the leader, team network and problem situation characteristics that influence their use. Leadership Quarterly, 27(2), 312-333. Friedrich, T., Vessey, W.B., Schuelke, M.J., Mumford, M., Yammarino,
F.J. & Ruark, G.A. (2009). A framework for understanding collective leadership: the selective utlisation of leader and team expertise within networks. Leadership Quarterly, 20(6), 933-958. Gardner, W.L., Lowe, K.B., Moss, T.W., Mahoney, K.T. & Cogliser, C.C. (2010). Scholarly leadership of the study of leadership: a review of The Leadership Quarterly's second decade, 2000-2009. Leadership Quarterly, 21(6), 922-958.
Haslam, A., Reicher, S. D., & Platow, M. J. (2011). The New Psychology of Leadership:Identity, influence and power. New York: Psychology Press.
Hoch, J. (2013). Shared leadership and innovation: the role of vertical leadership and employee integrity. Journal of Business and Psychology, 28(2), 159-174. doi:10.1007/s10869-012-9273-6.
Hoch, J. (2014). Shared leadership, diversity, and information sharing in teams. Journal of Managerial Psychology, 29(5), 541-564. doi:10.1108/JMP-02-2012-0053.
Hoch, J. & Dulebohn, J. (2013). Shared leadership in enterprise resource planning and human resource management system implementation. Human Resource Management Review, 23(1), 114-125. doi:10.1016/j.hrmr.2012.06.007.
Hogg, M. A. (2001). A social identity theory of leadership. Personality and Social Psychology Review, 5(3), 184-200. doi:10.1207/S15327957PSPR0503_1.
Hogg, M. A. (2010). Influence and leadership. In S. T. Fiske, D. T. Gilbert & G. Lindzey (Eds.), Handbook of Social Psychology (5th ed., pp. 1166-1207). New York: John Wiley & Sons.
Hogg, M. A., Hains, S. C. & Mason, I. (1998). Identification and leadership in small groups: salience, frame of reference, and leader stereotypicality effects on leader evaluations. Journal of Personality and Social Psychology, 75(5), 1248-1263. doi:10.1037/0022-35220.127.116.118.
Hogg, M. A., Van Knippenberg, D. & Rast, D. (2012). The social identity theory of leadership: theoretical origins, research findings, and conceptual developments. European Review of Social Psychology, 23(1), 258-304doi:10.1080/10463283.2012.741134.
Hristov, D. & Zehrer, A. (2019). Does distributed leadership have a place in destination managment organisations? A policy makers perspective. Current Issues in Tourism, 22(9), 1095-1115.
Kocolowski, M. (2010). Shared leadership: is it time for a change? Emerging Leadership Journeys, 3(1), 22-32.
Kozlowski, S. (2016). Team-centric leadership: An integrative review. Annual Review of Organisational Psychology and Organisational Behaviour, 3, 21-54.
Langley, A. & Tsoukas, H. (Eds.). (2017). The SAGE Handbook of Process Organisation Studies. London: Sage.
Mathieu, J. E., Maynard, M. T., Rapp, T. & Gilson, L. L. (2008). Team effectiveness 1997-2007: a review of recent advancements and a glimpse into the future. Journal of Management, 34(3), 410-476.
Mehra, A., Smith, B. R., Dixon, A. L. & Robertson, B. (2006). Distributed leadership in teams: the network of leadership perceptions and team performance. Leadership Quarterly, 17(3), 232-245. doi:10.1016/j.leaqua.2006.02.003.
Morgeson, F., Derue, D. S. & Karam, E. P. (2010a). Leadership in teams - a functional approach to understanding leadership structures and proesses. Journal of Management, 36(1), 5-39.
Morgeson, F., DeRue, D. S. & Karam, E. P. (2010b). Leadership in teams: a functional approach to understanding leadership structures and processes. Journal of Management, 36(1), 5-39. doi:10.1177/0149206309347376. Nicolaides, V. C., Laport, K. A., Chen, T. R., Tomassetti, A. J., Weis, E. J.,
Zaccaro, S. J. & Cortina, J. M. (2014). The shared leadership of teams: A meta-analysis of proximal, distal, and moderating relationships. Leadership Quarterly, 25(5), 923-942.
Nielsen, J. S. (2004). The Myth of Leadership: Creating leaderless organisations. New York: Davies-Black Publishing.
Northouse, P. (2017). Introduction to Leadership: Concepts and practice. Thousand Oaks, CA: Sage.
Pearce, C. L. (2004). The future of leadership: combining vertical and shared leadership to transform knowledge work. Academy of Management Executive, 18(1), 47-59. doi:10.5465/AME.2004.12690298.
Pearce, C. L. & Conger, J. (2003). Shared Leadership: Reframing the hows and whys of leadership. Thousand Oaks, CA: Sage.
Pearce, C. L., Conger, J. & Locke, E. A. (2007). Shared leadership theory. The Leadership Quarterly, 18(3), 281-288.
Pearce, C. L. & Manz, C. (2005). The new silver bullets of leadership: the importance of self and shared leadership in knowledge work. Management Department Faculty Publications, 72.
Pearce, C. L., Manz, C. & Sims, H. P. (2009). Where do we go from here? Is shared leadership the key to team success. Organisational Dynamics, 38(3), 234-238.
Pearce, C. L. & Sims, H. P. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: an examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group Dynamics: Theory, Research, and Practice, 6(2), 172-197. doi:10.1037/10892618.104.22.168.
Pearce, C. L., Yoo, Y. & Alavi, M. (2004). Leadership, social work and virtual teams: The relative influence of vertical versus shared leadership in the nonprofit sector. In R. Riggio, S. Smith-Orr, & J. Shakely (Eds.), Improving Leadership in Nonprofit Organsiations (pp. 180-204). San Fransicso: Jossey-Bass.
Reicher, S. D., Haslam, A. & Platow, M. J. (2018). Shared social identity in leadership. Current Opinion in Psychology, 23, 129-133.
Schedlitzki, D., & Edwards, G. (2018). Studying leadership: traditonal and critical approaches (2nd ed.). London: Sage.
Scott-Young, C. M., Georgy, M. & Grisinger, A. (2019). Shared leadership in project teams: An integrative multi-level conceptual model and research agenda. International Journal Of Project Management, 37, 565-581.
Serban, A. & Roberts, A. J. B. (2016). Exploring antecedents and outcomes of shared leadership in a creative context: A mixed-methods approach. The Leadership Quarterly, 27(2), 181-199. doi:10.1016/j.leaqua.2016.01.009.
Spillane, J. P. (2006). Distributed Leadership. San Francisco: Josey-Bass, Wiley. Steffens, N. K., Haslam, A., Reicher, S. D., Platow, M. J., Fransen, K.,
Yang, J., ... Boen, F. (2014). Leadership as social identity management: introducing the Identity Leadership Inventory (ILI) to assess and validate a four-dimensional model. Leadership Quarterly, 25(5), 1001- 1024. doi:10.1016/j.leaqua.2014.05.002.
Sweeney, A., Clarke, N. & Higgs, M. (2019). Shared leadership in commercial organisations: A systematic review of definitions, theoretical frameworks and organisational outcomes. International Journal of Management Reviews, 21(1), 115-136.
Uhl-Bien, M. (2006). Relational Leadership Theory: exploring the social processes of leadership and organizing. Leadership Quarterly, 17(6), 654-676.
Uhl-Bien, M., Riggio, R., Lowe, K. B. & Carsten, M. K. (2014). Followership Theory: a review and research agenda. Leadership Quarterly, 25(1), 83-104.
van Knippenberg, D. (2012). Leadership and identity. In D. V. Day & J. Antonakis (Eds.), The Nature of Leadership (2nd ed., pp. 477-507). Thousand Oaks, CA: Sage.
Van Vugt, M. & De Cremer, D. (1999). Leadership in social dilemmas: The effects of group identification on collective actions to provide public goods. Journal of Personality and Social Psychology, 76(4), 587-599. doi:10.1037/0022-3522.214.171.1247.
Wang, D., Waldman, D. A. & Zhang, Z. (2014). A meta-analysis of shared leadership and team effectiveness. Journal of Applied Psychology, 99(2), 181-198.
Wassenaar, C. L. & Pearce, C. L. (2012). The nature of shared leadership. In D. V. Day & J. Antonakis (Eds.), The Nature of Leadership (2nd ed.). Thousand Oaks: Sage.
Wendt, K. E., Euwema, M. C. & van Emmerik, I. J. H. (2009). Leadership and team cohesiveness across cultures. Leadership Quarterly, 20(3), 358-370.
Wu, Q., & Cormican, K. (2016). Shared ladership and team creativity: a social network analysis in engineering design teams. Journal of Technology Management and Innovation, 11(2), 2-12.
Yammarino, F. J., Salas, E., Serban, A. & Shirreffs, K. A. (2012). Collectivist leadership approaches: putting the 'we' in leadership science and practice. Industrial and Organisational Psychology, 5, 382-402.
Zaccaro, S. J., Rittman, A. L. & Marks, M. A. (2001). Team leadership. The Leadership Quarterly, 12(4), 451-483. doi:10.1016/S1048-9843(01)00093-5.
Zhang, W., Wang, H. & Pearce, C. L. (2014). Consideration for future consequences as an antecedent of transformational leadership behavior: The moderating effects of perceived dynamic work environment. Leadership Quarterly, 25(2), 329-343.
Zhu, J., Liao, Z., Chi Yam, K. & Johnson, R. (2018). Shared leadership: a state of the art review and future research agenda. Journal of Organisational Behaviour, 39(7), 834-852.