Abstract
In this article, we provide an overview of current measures of shared leadership. Our aim is to help researchers choose the appropriate measure and give them advice on the statistical analysis of shared leadership measures. We first present traditional approaches, namely two questionnaires assessing shared leadership behaviors displayed by a team. We then describe social network indexes showing how leadership influence is distributed in a team and the coefficient of variation showing the relative dispersion of team members’ leadership influence. Finally, we present a new idea for modeling mutual influence processes in teams, the actor-partner interdependence model (APIM, Kenny, Kashy, & Cook, 2006). It can depict how each team member’s outcomes are affected by own and other team members’ leadership behaviors. For all approaches, we point out requirements, advantages, and disadvantages.
References
(1999). Re-examining the components of transformational and transactional leadership using the Multifactor Leadership Questionnaire. Journal of Organizational and Occupational Psychology, 72, 441–462.
(1996). Building highly developed teams: Focusing on shared leadership process, efficacy, trust, and performance. In , Advances in interdisciplinary studies of work teams (pp. 173–209). Greenwich, CT: JAI Press.
(2003). Assessing shared leadership: Development and preliminary validation of a team multifactor leadership questionnaire. In , Shared leadership: Reframing the hows and whys of leadership (pp. 143–172). Thousand Oaks, CA: Sage.
(1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage.
(2000). On the use of the coefficient of variation as a measure of diversity. Organizational Research Methods, 3, 285–297.
(2002). The analysis of participation in small groups: Methodological and conceptual issues related to interdependence. Small Group Research, 33, 412–438.
(2006). Participation, information, and control in small groups: An actor-partner interdependence model. Group Dynamics: Theory, Research, and Practice, 10, 16–28.
(1978). Leadership. New York, NY: Harper & Row.
(2002). Estimating actor, partner, and interaction effects for dyadic data using PROC MIXED and HLM: A user-friendly guide. Personal Relationships, 9, 327–342.
(2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50, 1217–1234.
(2006). The importance of vertical and shared leadership within new venture top management teams: Implications for the performance of startups. The Leadership Quarterly, 17, 217–231.
(1979). Centrality in social networks: Conceptual clarification. Social Networks, 1, 215–239.
(2002). Developing staff nurse shared leadership behavior in professional nursing practice. Nursing Administration Quarterly, 26, 44–59.
(1993). Top management team size, CEO dominance, and firm performance: The moderating roles of environmental turbulence and discretion. Academy of Management Journal, 36, 844–863.
(2005). Teams in organizations: From I-P-O models to IMOI models. Annual Review of Psychology, 56, 517–544.
(
in press ). Conceptual and methodological issues in the analysis of data from dyads and groups. In , The Oxford Handbook of Personality and Social Psychology.(2000). The analysis of data from dyads and groups. In , Handbook of research methods in social psychology (pp. 451–477). New York, NY: Cambridge University Press.
(2006). Dyadic data analysis. New York, NY: Guilford.
(2002). The statistical analysis of data from small groups. Journal of Personality and Social Psychology, 83, 126–137.
(2000). From micro to meso: Critical steps in conceptualizing and conducting multilevel research. Organizational Research Methods, 3, 211–236.
(1979). Statistical analysis of dyadic social behavior. Psychological Bulletin, 86, 217–224.
(2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26, 356–376.
(1971). Measurement of relative variation: Sociological examples. American Sociological Review, 36, 496–502.
(2003). Shared leadership in work teams. A social network approach. In , Shared leadership: Reframing the hows and whys of leadership (pp. 193–214). Thousand Oaks, CA: Sage.
(2004). The future of leadership: Combining vertical and shared leadership to transform knowledge work. Academy of Management Executive, 18, 47–57.
(2003). Shared leadership: Reframing the hows and whys of leadership. Thousand Oaks, CA: Sage.
(2009). Where do we go from here? Is shared leadership the key to team success? Organizational Dynamics, 38, 234–238.
(2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group Dynamics: Theory, Research, and Practice, 6, 172–197.
(2004). Leadership, social work, and virtual teams: The relative influence of vertical versus shared leadership in the nonprofit sector. In , Improving leadership in nonprofit organizations (pp. 160–203). San Francisco, CA: Jossey-Bass.
(2004). HLM 6: Hierarchical linear and nonlinear modeling. Lincolnwood, IL: Scientific Software International.
(1982). On relative dispersion: A new solution for some old problems. Quality and Quantity, 16, 261–271.
(2001). Social networks and the performance of individuals and groups. Academy of Management Journal, 44, 316–325.
(1994). Social network analysis. Cambridge, UK: Cambridge University Press.
