Why and how is leadership evolving to increasingly be more shared, distributed and networked, what might be the advantages for teams and organizations and what are potential approaches to build systems of shared leadership?

1. Shared Leadership in Teams: Expanding Traditional Approaches to Leadership to Make Teams and Organizations More Effective
Paul Tesluk
Center for Leadership and Organizational Effectiveness
UB School of Management

2. “Leadership…the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization”

House et al., 1999

3. Why and how is leadership evolving to increasingly be more shared, distributed and networked, what might be the advantages for teams and organizations and what are potential approaches to build systems of shared leadership?

4. Changing nature of work and organizations = greater reliance on teams that…
Complex and ambiguous tasks
Dynamic environments
Differentiated, distributed expertise
Flatter systems

5. Evolving Nature of Leadership

6. Morning Star
•
No one has a boss/manager
•
Colleagues negotiate responsibilities with peers
•
Each individual and team is responsible for acquiring own tools to do their work
•
No titles or promotions
•
Compensation decisions are peer-based

7. Shared Leadership

Distribution of leadership influence across multiple team members

Influence “claiming” and “granting” exchanges

Mutual influence embedded in team member interactions related to providing direction, motivation and support

Greater utilization of knowledge and expertise

Team identification and mutual accountability

Commitment/engagement

8. = Superior Relational Coordination,
Employee Engagement,
Customer Focus
•
Customer Satisfaction
•
Customer Loyalty

Greater utilization of knowledge and expertise

Team identification and mutual accountability

Commitment/engagement
Shared Leadership
Performance
Sources:
Wang, D., Waldman, D. A., & Zhang, Z. (2013). A meta-analysis of shared leadership and team effectiveness. Journal of Applied Psychology, 99(2): 181-198.
D’Innocenzo, L., Mathieu, J.E., Kukenberger, M.R. (2014). A meta-analysis of different forms of shared leadership-team performance relations. Journal of Management, on-line version.

9. •
What are potential boundary conditions of shared leadership and its relationship with team performance?

10. Team
Performance
Shared Leadership
High
Low
Low Team
Competence
High Team
Competence
5.0
3.0
4.0
Source: Chiu, C, Tesluk, P. E., & Owens, B., (2014). Initiating and Utilizing Shared Leadership in Teams: The Interactive Effects of Leader Humility, Team Social Context, and Team Composition. Working Paper. UB School of Management.

11. •
What are the enabling conditions that seem to promote the development of shared leadership?

12. Shared Leadership Enablers
•
Shared purpose
–
Common understanding of team’s goals and purpose
•
Social support
–
Team members’ efforts to provide emotional and psychological strength to each other
•
Voice
–
Team members’ input into how the team carries out its purpose
•
Team trust
–
team members’ willingness to assume vulnerability with others on the team
Source: Carson, J. B., Tesluk, P. E., & Marrone, J. A. 2007. Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50: 1217–1234.

13. •
What is the role and forms of external team leadership that promote the development of shared leadership?

14. Evolving Nature of Leadership

15. •
Shared purpose
•
Social support
•
Voice
•
Team trust
•
Empowering Leadership
–
Emphasize significance of work
–
Encourage participative decision making
–
Build efficacy of the team
–
Reduce bureaucracy
•
Leader Humility
–
Demonstrate self-awareness
–
Acknowledge strengths and contributions of others
–
Open to new ideas and feedback

16. Shared
Leadership
Leader Humility
High
Low
Non Proactive
Team
Highly Proactive
Team
1.0
0.4
0.7
Source: Chiu, C, Tesluk, P. E., & Owens, B., (2014). Initiating and Utilizing Shared Leadership in Teams: The Interactive Effects of Leader Humility, Team Social Context, and Team Composition. Working Paper. UB School of Management.

17. •
Shared purpose
•
Social support
•
Voice
•
Team trust
•
Empowering Leadership
–
Emphasize significance of work
–
Encourage participative decision making
–
Build efficacy of the team
–
Reduce bureaucracy
•
Leader Humility
–
Demonstrate self-awareness
–
Acknowledge strengths and contributions of others
–
Open to new ideas and feedback
•
Active Coaching
–
Help identify unique challenges
–
Assist with developing problem solutions
–
Facilitate team learning and adaptation

18. Adaptive
Performance
Shared Leadership
High
Low
Little Active Coaching
High Active
Coaching
100%
0%
50%
Source: Campbell, E.M., Bartol, K.M., Parke, M.R., Tesluk, P.E. (2014). Leading from Afar: How Virtual Team Leaders Facilitate Emergence and Effectiveness of Shared leader. Working Paper. University of Maryland and UB School of Management.

19. 1.
Shared leadership is well suited for the evolving nature of work and can best utilize expertise

20. 2.
Teams need to have a clear sense of purpose and a high level of social support, trust and voice to engage in sharing leadership

21. 3.
Formal team leaders can enable shared leadership in their teams by engaging in empowerment, demonstrating humility, and using active coaching

22. 1.
Shared leadership is well suited for the evolving nature of work and can best utilize expertise
2.
Teams need to have a clear sense of purpose and a high level of social support, trust and voice to engage in sharing leadership
3.
Formal team leaders can enable shared leadership in their teams by engaging empowerment, demonstrating humility, and using active coaching

23. Current shared leadership projects:
•
Buffalo Public Schools
•
Interdisciplinary health care teams
•
Sustainable urban transformation

24. Additional Resources
•
Recommended academic research
–
Carson, J. B., Tesluk, P. E., & Marrone, J. A. 2007. Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50: 1217– 1234.
–
Wang, D., Waldman, D. A., & Zhang, Z. (2013). A meta-analysis of shared leadership and team effectiveness. Journal of Applied Psychology. 99(2): 181-198.
–
D’Innocenzo, L., Mathieu, J.E., Kukenberger, M.R. (2014). A meta-analysis of different forms of shared leadership-team performance relations. Journal of Management, on-line version.
•
You tube clip on shared leadership concept
–http://www.youtube.com/watch?v=haqy9ff2BS8
•
Great example of shared leadership (and followership) in sports –leadership philosophy of coach Phil Jackson
–http://www.youtube.com/watch?v=CVWqTQn-jU4
–
See also, Jackson’s book, “11 Rings”
•
Ted Talk by General Stanley McCrystalwhere shared leadership is covered
–http://www.ted.com/talks/stanley_mcchrystal
•
Wall Street Journal editorial column
–http://online.wsj.com/news/articles/SB121441363110903891

25. Contact information:
Paul Tesluk
Center for Leadership & Organizational Effectiveness (CLOE)
School of Management
University at Buffalo, State University of New York
Jacobs Management Center
Buffalo, NY 14260-4000
phone: 716-645-3246
email: ptesluk@buffalo.edu
http://mgt.buffalo.edu/faculty/academic/resources/cloe