Change search
ReferencesLink to record
Permanent link

Direct link
Shared Leadership and its Future Potential: - Why do, How to and then What?
Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
2015 (English)Independent thesis Advanced level (degree of Master (One Year)), 15 credits / 22,5 HE creditsStudent thesis
Abstract [en]

Leaders are often called upon to make sense out of complicated situations and give direction to others, and the situations have increased in both number and complexity. A solution to this problem has been identified in sharing leadership and engaging the potential of entire organizations. Therefore the purpose of this literature review is to map and identify interesting areas about shared leadership. Investigating if shared leadership can help organisations become more efficient in a world of growing complexity. Focusing on why organisational actors should consider a shared leadership approach. Critically examine the potential outcome from shared leadership and how an organisation could move towards adopting a shared leadership approach, including steps, conditions and actions that would be required.

Literature about shared leadership and similar concepts has increased extensively, causing dissension in the area. Aiming to explore, understand and express what the literature says about shared leadership we adopted the systems view with an inductive and qualitative approach. Realising that shared leadership most commonly is practiced and studied in teams we adopted this scope and went deeper into the social process and conditions for creating shared leadership in teams.

Shared leadership was found to solve demands for increased knowledge, skill and ability among modern leaders. Preferably implemented successively by vertical leaders into cross-functional teams conducting knowledge work. Tasks to simple or time to urgent however makes shared leadership ineffective, while misaligned perceptions and purposes between team members might diminish trust and neglect shared leadership. This review then makes valuable implications for future research, suggesting deepened empirical research in the implication of shared leadership.     

Place, publisher, year, edition, pages
2015. , 69 p.
Keyword [en]
Shared leadership, team, vertical leadership, performance, trust, implementation
National Category
Business Administration
URN: urn:nbn:se:lnu:diva-43689OAI: diva2:817286
Subject / course
Management and Organization
Educational program
Leadership and Management in International Context, Master Programme, 60 credits
Available from: 2015-06-08 Created: 2015-06-04 Last updated: 2015-06-08Bibliographically approved

Open Access in DiVA

Shared Leadership and its Future Potential: - Why do, How to and then What?(861 kB)575 downloads
File information
File name FULLTEXT01.pdfFile size 861 kBChecksum SHA-512
Type fulltextMimetype application/pdf

By organisation
Department of Organisation and Entrepreneurship
Business Administration

Search outside of DiVA

GoogleGoogle Scholar
Total: 575 downloads
The number of downloads is the sum of all downloads of full texts. It may include eg previous versions that are now no longer available

Total: 539 hits
ReferencesLink to record
Permanent link

Direct link