Shared Leadership Follow the Leaders read
This is an excerpt from a reviewed article in Shared Leadership. Full details of the article are cited below. Shared Leadership Follow the Leaders read.
The writer introduces the article by suggesting not only building a team of experts from different parts of the company, but he suggests becoming more effective: share leadership. The research suggests that teams to perform poorly tend to be dominated by the team leader while high performing teams have a shared leadership structure.
Who’s the boss? A company makes one of those experts the sole team leader and immediately that leader was at a knowledge disadvantage. An example included points to an engineer who isn’t going to make a good leader when the team was hashing out how to market a product. How far can you go? (Pearce, 2012) The practice of shared leadership has limits which include it generally requires a bit of time to develop. It is most effective when leaders have a sense of what their teammates can do and who should be in charge of at any given time.
Where you live matters. This team examined three categories of workplace attitudes and values. How much do people in society accept the unequal distribution of power in institutions or organizations? (Pearce, 2012) An alphabetical list of countries was then offered which all scored high on this measure – meaning they are characterized by central decision-making in organizations. Countries with a low score a marked by field egalitarianism and decentralized decision-making.
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Pearce, C. L. (2012). Follow the Leaders. In C. L. Pearce, Contemporary Issues in Leadership (pp. 95 -100). Boulder: Westview Press.