20160428023030671.doc - The Leadership Quarterly Volume 27...

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The Leadership Quarterly Volume 27, Issue 2, April 2016 1. Title: Collective and Network Approaches to Leadership: Special Issue Introduction Authors: Kristin L. Cullen-Lester, Francis J. Yammarino. Abstract: In this introduction to the special issue on collective and network approaches to leadership, we begin by discussing the state of research and practice in this burgeoning area to clarify the need for the empirical articles compiled in this issue. We then describe each article, how it contributes to the goals of the issue, and some common themes across the articles. We close by identifying some important areas for future research on collective and network leadership approaches. 2. Title: Exploring Antecedents and Outcomes of Shared Leadership in a Creative Context: A Mixed-Methods Approach Authors: Andra Serban, Ashley J.B. Roberts. Abstract: Leadership research, traditionally focused on the behavior of an appointed/elected leader, is rapidly shifting towards a distributed, group process form of leadership known as “shared leadership”. Since empirical research supporting this approach is limited, we extend prior work exploring antecedents and outcomes of shared leadership and develop a framework examining its role as a mediator between task and team characteristics (internal team environment, task cohesion and task ambiguity) and task and team-level consequences (task satisfaction, team satisfaction and team performance). Analyzing experimental data through a mixed-methods approach (quantitative via regression-based analysis and qualitative using thematic analysis for unstructured data in NVivo 10), our results indicate that, in the context of a creative task, internal team environment and task cohesion predict shared leadership, which, in turn, determines task satisfaction. We discuss implications of these findings and future paths for exploring shared leadership antecedents and outcomes 3. Title: Shared Leadership and Commonality: A Policy-Capturing Study Authors: Gesche Drescher, Yvonne Garbers. Abstract: Although research has extensively examined the relationship between shared leadership and performance outcomes, little is known about the interaction with other team variables such as commonality and communication mode. Moreover, nearly all research on shared leadership has adopted a cross-sectional approach. Accordingly, this research examined the effects of shared leadership, commonality, and communication mode on work performance and satisfaction. Using an experimental policy-capturing design, shared leadership, commonality, and communication mode were manipulated.
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