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Shared leadership: A post-heroic perspective on leadership as a collective construction
Mälardalen University, School of Business, Society and Engineering. (IEO)ORCID iD: 0000-0003-2294-7898
KTH, Industriell ekonomi och organisation (Inst.).
KTH, Industriell ekonomi och organisation (Inst.).
2007 (English)In: International Journal of Leadership Studies, ISSN 1554-3145, Vol. 3, no 1, 40-67 p.Article in journal (Refereed) Published
Abstract [en]

Within the field of leadership practices, there is an emergent movement towards viewing leadership in terms of collaboration between two or more persons. At the same time, traditional literature on leadership and organization theory has been dominated almost exclusively by the perspective that leadership is something that is exercised by a single person—the idea of unitary command (Pearce & Manz, 2005). This has been challenged by the theoretical perspective of postheroic leadership, of which one practical consequence is to view leadership activities as collective rather than individual. In this paper, we argue that by shifting perspective from viewing leadership as a single-person activity to viewing it as collective construction processes, we will see new patterns in how leadership is exercised in practice. Thematic data from four qualitative case studies of organizations are presented. A discussion towards future research agendas where the articulation and questioning of the foundations of leadership practices and leadership research are central to the development of postheroic leadership ideals concludes the paper.

Place, publisher, year, edition, pages
The Regent University School of Global Leadership & Entrepreneurship , 2007. Vol. 3, no 1, 40-67 p.
National Category
Business Administration
Identifiers
URN: urn:nbn:se:mdh:diva-22200OAI: oai:DiVA.org:mdh-22200DiVA: diva2:660536
Projects
doing leadership
Available from: 2013-10-30 Created: 2013-10-29 Last updated: 2014-05-30Bibliographically approved

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