Summary
Contents
Subject index
Shared Leadership: Reframing the Hows and Whys of Leadership brings together the foremost thinkers on the subject and is the first book of its kind to address the conceptual, methodological, and practical issues for shared leadership. Its aim is to advance understanding along many dimensions of the shared leadership phenomenon: its dynamics, moderators, appropriate settings, facilitating factors, contingencies, measurement, practice implications, and directions for the future. The volume provides a realistic and practical discussion of the benefits, as well as the risks and problems, associated with shared leadership. It will serve as an indispensable guide for researchers and practicing managers in identifying where and when shared leadership may be appropriate for organizations and teams.
Can Team Members Share Leadership?: Foundations in Research and Theory
Can Team Members Share Leadership?: Foundations in Research and Theory
Organizations typical of the 20th century built hierarchies of management. These hierarchies established a division of labor that produced differentiated roles. Managers performed mostly cognitive tasks, whereas rank-and-file employees performed manual tasks involving physical resources. Advances in production technology generally reduced the need for workers to be particularly knowledgeable, with automated processes often working systematically to substitute for employee craftsmanship. This rationalization of labor, along with increasing elaboration of organizational structure and related coordination requirements, had the effect of shifting power and influence ever upward in managerial hierarchies of machine bureaucracies (Mintzberg, 1979). Thus, organizational form had a great deal to do with ...
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