2015 09-16 the art of sharing leadership
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Transcript of 2015 09-16 the art of sharing leadership
16 September 2015
The art of sharing leadership
The Future Leadership Initiativewww.tfli.be
@KoenMarichal
The Future Leadership Initiative
1. Raising the bar for leadership since 2011
Check us out on tfli.be, follow us on twitter(koen.marichal & segers.jesse) & on LinkedIn
2. Working with over 1.000 leaders a year
3. Research program on shared & authentic leadership
4. Partners: KBC, Cronos
“the enormity of the leadership field”
(Dinh et al. 2014)
Established theories Emerging theories
Neo-charismatis (o.a. transformational) 294 Strategic leadership 182
Leadership as cognition 194 Team leadership 112
Leadership as relation, exchange 156 Contextual, systemic 110
Leadership as dispositional 149 Emergent leadership 102
Cross-cultural leadership 81 Ethical leadership 80
Follower-centric 69 Leadership for innovation, creativity 72
Leadership as behavior 64 Leadership identity 60
Contingency (e.g. situational) 55 Varia (e.g. biological, e-, toxic…) 101
Leadership as power, influence 52
Articles published in top 10 academic journals between 2000 & 2012 (total: 752)
The ABC of leadership
challengeA
B Cpeople
the co
ntext
Power over people
Power withpeople
Galinsky et al., 2008
4 case studies, 44 interviews
- Public administration: liberating functional & integrated teams from hierarchy
- Engineering company: from 80 employees in 3 offices per discipline to 300 employees in + 23 commercial, autonomous units.
- Home nursing: from 30 departments to 104 self-managing teams with 14 coaches.
- High tech production: from shift system to cross-shift responsibleteams
1. Strategic intent
Marichal, 2015
“Perceived legitimacy of power expressions is fundamental to whether shifts in power expressions have a positive effect on team functioning.” (Aime et al. 2014, p. 33)
Not shared1. Strictly
vertical
2. Mostly
vertical
3. Vertical &
horizontal
3. Mostly
horizontal
Maximal
horizontal
(Need for)
steering
1 boss top
downstrict Strong Moderate Limited Minimal
LeadershipThe boss is
the boss
Cascade of
planning &
controlling
“people
managers”
Cascade & at
operational
level dynamic
teams
Limited layers &
collaborating
leaders
Limited layers
& nobody is
bossy. Shared
leadership .
Flat –
everybody
leader
“The freedom not to do in an organization whereone is accountable for, a very dangerousfreedom.”
Dirk Beeuwsaert, executive vice-president Engie
2. Leadership structure
(Morgeson et al. 2009, p. 6 )
- Layers, units, teams
- Leader roles beside the teams & units or leaders above the teams
- Supporting services or controling/governing services?
Positive effects of empowering leadership
- Procedural fairness perception (Van Dijke et al. 2012), voice & trust in leader (Gao et al. 2011)
- Organizational commitment (Konczak et al. 2000), Employee satisfaction (Vecchio, Justin et al., 2010)
- Psychological empowerment (Amundsen & Martinsen, 2014; Zhang & Bartol, 2010; Van Dijke et al. 2012), Team empowerment (Kirkman et al. 2004)
- Knowledge sharing & team efficacy (Srivastava et al. 2006), Social integration in TMT (Ou et al. 2014; Carmeli et al. 2011)
- Shared leadership (Hoch 2013; Ishikawa, 2012)
- Self-efficacy & adaptibility (Ahearne et al. 2005), Proactivity & task proficiency (Martin et al. 2013), Lower resistance (Vecchio, Justin et al., 2010)
- (newcomers) Creativity (Amundsen & Martinsen, 2014; Zhang & Bartol, 2010; Van Dijke et al. 2012; Harris et al. 2014)
- Employee performance (Vecchio, Justin et al., 2010)
“You have toreally meansomething. Beingthe boss is no longer sufficient.”
Adrienne Axler,CEO Sodexo Germany
- Leadership technology
- social technology
- collaboration technology (team/unit based)
- Context of development (psychological safety)
- Shared leadership climate
- Monitoring, incentives, certification are less effective for unpredictableconditions, non-routine work
- Other control mechanisms: organisational constitution (~team charter) & bounded trust
Mills & Ungson, 2003, (p. 143), Chen et al. 2007
4. Dynamic leadership system
1. Strategic intention of the leader coalition at the top 2. Structural empowerment3. Empowering leaders4. Systemic approach
“shared leadership … lead one another to the achievement ofgroup or organizational goals or both” (Pearce & Conger, 2003).