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Effectiveness of a Shared Leadership Model
11 references·1 citing·43 second hop
Effectiveness of a Shared Leadership Model (2012)Effectiveness of a Shared Leadership ModelModes of Network Governance: Structure, Management, and Effectiveness (2007)Modes of Network Governance: …Why Integrating the Leading and Managing Roles Is Essential for Organizational Effectiveness (2005)Why Integrating the Leading a…Encouraging contributions in learning networks using incentive mechanisms (2005)Encouraging contributions in …In support of universalistic models of managerial and leadership effectiveness: Implications for HRD research and practice (2004)In support of universalistic …Shared Leadership: Reframing the Hows and Whys of Leadership (2003)Shared Leadership: Reframing …Canadian organizational behaviour (2003)Canadian organizational behav…When Two (or More) Heads are Better Than One: The Promise and Pitfalls of Shared Leadership (2002)When Two (or More) Heads are …Social Networks and Health (2002)Social Networks and HealthThe Impact of Organizational Characteristics on Leadership Effectiveness Models (2001)The Impact of Organizational …Making Local Governance Work: Networks, Relationships and the Management of Change (2001)Making Local Governance Work:…Organizations Working Together. (1994)Organizations Working Togethe…Unpacking the role of technology, leadership, governance and collaborative capacities in inter-agency collaborations (2022)Unpacking the role of technol…Managing on the edge : how the smartest companies use conflict to stay ahead (1990)Co-Leaders: The Power of Great Partnerships (2000)Leadership Style and Team Processes in Self-Managed Teams (2008)Why dual leaders will drive innovation: Resolving the exploration and exploitation dilemma with a conservation of resources solution (2017)Shared Leadership in Commercial Organizations: A Systematic Review of Definitions, Theoretical Frameworks and Organizational Outcomes (2018)The critical incident technique. (1954)Basics of qualitative research (1990)Qualitative Inhaltsanalyse : Grundlagen und Techniken (2003)Trading places (2007)Ambiguity Acceptance as a Function of Project Management: A New Critical Success Factor (2013)Shortage of sustainable supply chain talent: an industrial training framework (2015)Intrinsic Motivation and Self-Determination in Human Behavior (1985)Situated Learning (1991)Situated Learning: Legitimate Peripheral Participation. (1994)Open badges for education: what are the implications at the intersection of open systems and badging? (2014)An Empirical Investigation on the Benefits of Gamification in Programming Courses (2018)Dynamics and drivers of customer engagement: within the dyad and beyond (2018)Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)Managing Legitimacy: Strategic and Institutional Approaches (1995)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Enhancing Collaborative Innovation in the Public Sector (2011)Designing and Implementing Cross‐Sector Collaborations: Needed and Challenging (2015)Strategic Planning for Public and Nonprofit Organizations (2015)Structural equation modeling in practice: A review and recommended two-step approach. (1988)Structural Equations with Latent Variables (1989)Comparative fit indexes in structural models. (1990)Examining the Nature and Significance of Leadership in Government Organizations (2008)Lessons from Leadership Theory and the Contemporary Challenges of Leaders (2013)Public Leadership: A review of the literature and framework for future research (2014)FRONT‐LINE WORKERS AND ‘LOCAL KNOWLEDGE’: NEIGHBOURHOOD STORIES IN CONTEMPORARY UK LOCAL GOVERNANCE (2009)Public Space and the Contracting-out of Publicness: A Framework for Analysis (2010)The Professionalization of Public Participation (2017)A Preliminary Theory of Interorganizational Network Effectiveness: A Comparative Study of Four Community Mental Health Systems (1995)Abusive Supervision in Work Organizations: Review, Synthesis, and Research Agenda (2007)The Oxford Handbook of Leadership (2012)The Interactive Effect of Authentic Leadership and Leader Competency on Followers’ Job Performance: The Mediating Role of Work Engagement (2016)Paradoxical leader behavior in long-term corporate development: Antecedents and consequences (2019)Workplace violence in Alberta and British Columbia hospitals (2003)Improving environmental awareness training in business (2005)The Strong Situation Hypothesis (2009)The importance of vertical and shared leadership within new venture top management teams: Implications for the performance of startups (2006)What type of leadership behaviors are functional in teams? A meta-analysis (2006)Leadership in Teams: A Functional Approach to Understanding Leadership Structures and Processes (2009)
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References

  • 2007Modes of Network Governance: Structure, Management, and Effectiveness3,998 cited
  • 2003Shared Leadership: Reframing the Hows and Whys of Leadership1,733 cited
  • 1994Organizations Working Together.1,060 cited
  • 2002When Two (or More) Heads are Better Than One: The Promise and Pitfalls of Shared Leadership229 cited
  • 2001Making Local Governance Work: Networks, Relationships and the Management of Change178 cited
  • 2005Why Integrating the Leading and Managing Roles Is Essential for Organizational Effectiveness166 cited
  • 2001The Impact of Organizational Characteristics on Leadership Effectiveness Models129 cited
  • 2003Canadian organizational behaviour94 cited
  • 2004In support of universalistic models of managerial and leadership effectiveness: Implications for HRD research and practice88 cited
  • 2005Encouraging contributions in learning networks using incentive mechanisms74 cited
  • 2002Social Networks and Health37 cited

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  • 2022Unpacking the role of technology, leadership, governance and collaborative capacities in inter-agency collaborations62 cited

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