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Shared Leadership

What happens when teams start to lead themselves? Is this compatible with the typical model of hierarchical leadership? And can this perhaps even have advantages for companies? The chair is investigating these questions within the framework of several research projects. Shared leadership is a dynamic and interactive process in which the members of a team lead themselves towards an (organizational) goal (Pearce & Sims, 2002). Shared leadership should not replace formal leadership, but rather be used as a complement to it. In a longitudinal study it was shown that transformational leadership of the team leader and a high level of trust in the team increase shared leadership. Furthermore, shared leadership had a positive effect on team performance and team creativity (Klasmeier & Rowold, 2019). Further research of the chair focuses on the investigation of the motivational potential and the health-promoting effects of shared leadership.

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Klasmeier, K. N., & Rowold, J. (2019). Just share it? A multilevel investigation on predictors and outcomes of shared leadership. Vortrag 19th Congress European Association for Work & Organizational Psychology (EAWOP), Turin, Italien.

Pearce, C. L., & Conger, J. (2003). Shared leadership: Reframing the hows and whys of leadership. Thousand Oaks, CA: Sage.