Suchergebnisse

"There is a strong movement today in management to encourage management practices based on research evidence. Handbook of Principles of Organizational Behavior is based on timeless principles, built upon strong science, and these principles can be directly translated into actionable knowledge for application in organizations. It is easy for readers to digest, retain and apply principles, as opposed to thousands of factoids that are forgotten soon after regurgitating them for an exam. This book will be co-authored by foremost experts of the topics. Moreover, because the authors of the chapters of this book will be the experts at the forefront of the science of each of the principles, readers are likely to find great practical value in this book"--

Abstract
Leadership of public universities has come under fire—from scandals, from funding, from students, from every direction. Top‐down leadership of institutions of higher education has been described as a "disease." Shared governance—a mechanism of faculty representation in the leadership and decision‐making processes—a seeming alternative, has been described as "a recipe for paralysis." In this article, the authors proffer shared leadership as a potential elixir for leading public institutions of higher learning, unleashing creative potential, focusing on pressing strategic imperatives, and enabling sustainable systems that leverage true talent to maximum effect. It is time to move beyond the moribund myth of top‐down heroic leadership and beyond the bureaucratic, political quagmire of the current state of affairs in shared governance. Is shared leadership the answer?

PurposeTo address the increasing need for novel approaches to leadership that deal with the challenges organizations face as they flatten, diversify, and confront increasingly complex problems.Design/methodology/approachA meso‐level theoretical model is developed that outlines the relationship between self‐ and shared leadership, focusing on the intermediary processes of trust, potency, and commitment that may lead to the development of shared leadership and ultimately more innovative knowledge creation.FindingsNine propositions are developed, addressing the relationships between self‐ and shared leadership, concluding with some of the theoretical and practical implications of the model and specific recommendations for future empirical work in this area.Research limitations/implicationsAn important boundary condition of the model is that it assumes team and organizational incentives are in place to encourage team building and the facilitation of team over individual achievements.Practical implicationsConceptualizing leadership in this way leads to numerous unanswered questions regarding how team dynamics influence, and are influenced by, various forms of leadership (including lateral, upward, and downward influence attempts). Greater dialogue between the team dynamics literature and the leadership literature may lead to new insights into how shared leadership is influenced by a variety of team characteristics, including team ability, size, member maturity, familiarity, likeability, cohesion, etc., all of which are potential areas for future research.Originality/valueImportant research questions that stem from consideration of these two theories in concert will prove critical in understanding the complex interrelationships among self‐leadership, shared leadership, and the creation of new knowledge in today's complex and dynamic organizations.