16 September 2015

The art of sharing leadership

The Future Leadership Initiativewww.tfli.be

@KoenMarichal

The Future Leadership Initiative

1. Raising the bar for leadership since 2011

Check us out on tfli.be, follow us on twitter(koen.marichal & segers.jesse) & on LinkedIn

2. Working with over 1.000 leaders a year

3. Research program on shared & authentic leadership

4. Partners: KBC, Cronos

“the enormity of the leadership field”

(Dinh et al. 2014)

Established theories Emerging theories

Neo-charismatis (o.a. transformational) 294 Strategic leadership 182

Leadership as cognition 194 Team leadership 112

Leadership as relation, exchange 156 Contextual, systemic 110

Leadership as dispositional 149 Emergent leadership 102

Cross-cultural leadership 81 Ethical leadership 80

Follower-centric 69 Leadership for innovation, creativity 72

Leadership as behavior 64 Leadership identity 60

Contingency (e.g. situational) 55 Varia (e.g. biological, e-, toxic…) 101

Leadership as power, influence 52

Articles published in top 10 academic journals between 2000 & 2012 (total: 752)

“One of the 200.000 hits on Amazon & of the 454 000 000 on google”

The ABC of leadership

challengeA

B Cpeople

the co

ntext

Power over people

Power withpeople

Galinsky et al., 2008

4 case studies, 44 interviews

- Public administration: liberating functional & integrated teams from hierarchy

- Engineering company: from 80 employees in 3 offices per discipline to 300 employees in + 23 commercial, autonomous units.

- Home nursing: from 30 departments to 104 self-managing teams with 14 coaches.

- High tech production: from shift system to cross-shift responsibleteams

“Caring 360°leads to 360°profit.”

Wouter Torfs, CEO Torfs Schoenen

1. Strategic intent

Marichal, 2015

“Perceived legitimacy of power expressions is fundamental to whether shifts in power expressions have a positive effect on team functioning.” (Aime et al. 2014, p. 33)

Not shared1. Strictly

vertical

2. Mostly

vertical

3. Vertical &

horizontal

3. Mostly

horizontal

Maximal

horizontal

(Need for)

steering

1 boss top

downstrict Strong Moderate Limited Minimal

LeadershipThe boss is

the boss

Cascade of

planning &

controlling

“people

managers”

Cascade & at

operational

level dynamic

teams

Limited layers &

collaborating

leaders

Limited layers

& nobody is

bossy. Shared

leadership .

Flat –

everybody

leader

“The freedom not to do in an organization whereone is accountable for, a very dangerousfreedom.”

Dirk Beeuwsaert, executive vice-president Engie

2. Leadership structure

(Morgeson et al. 2009, p. 6 )

- Layers, units, teams

- Leader roles beside the teams & units or leaders above the teams

- Supporting services or controling/governing services?

“Suspiciouspeople can notbuildorganizations.”

Herman Van de Velde,Group Van de VeldePresident VKW

3. “Empowering leaders”

Zhang & Bartol (2010)

Positive effects of empowering leadership

- Procedural fairness perception (Van Dijke et al. 2012), voice & trust in leader (Gao et al. 2011)

- Organizational commitment (Konczak et al. 2000), Employee satisfaction (Vecchio, Justin et al., 2010)

- Psychological empowerment (Amundsen & Martinsen, 2014; Zhang & Bartol, 2010; Van Dijke et al. 2012), Team empowerment (Kirkman et al. 2004)

- Knowledge sharing & team efficacy (Srivastava et al. 2006), Social integration in TMT (Ou et al. 2014; Carmeli et al. 2011)

- Shared leadership (Hoch 2013; Ishikawa, 2012)

- Self-efficacy & adaptibility (Ahearne et al. 2005), Proactivity & task proficiency (Martin et al. 2013), Lower resistance (Vecchio, Justin et al., 2010)

- (newcomers) Creativity (Amundsen & Martinsen, 2014; Zhang & Bartol, 2010; Van Dijke et al. 2012; Harris et al. 2014)

- Employee performance (Vecchio, Justin et al., 2010)

“You have toreally meansomething. Beingthe boss is no longer sufficient.”

Adrienne Axler,CEO Sodexo Germany

- Leadership technology

- social technology

- collaboration technology (team/unit based)

- Context of development (psychological safety)

- Shared leadership climate

- Monitoring, incentives, certification are less effective for unpredictableconditions, non-routine work

- Other control mechanisms: organisational constitution (~team charter) & bounded trust

Mills & Ungson, 2003, (p. 143), Chen et al. 2007

4. Dynamic leadership system

1. Strategic intention of the leader coalition at the top 2. Structural empowerment3. Empowering leaders4. Systemic approach

“shared leadership … lead one another to the achievement ofgroup or organizational goals or both” (Pearce & Conger, 2003).

OPENING MINDSTO IMPACTTHE WORLD

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