Journal
LEADERSHIP
Volume 17, Issue 6, Pages 715-746Publisher
SAGE PUBLICATIONS INC
DOI: 10.1177/17427150211037809
Keywords
constellation; manager; managerial shared leadership; organisation; outcome; leadership theory; shared leadership; plural leadership; antecedent
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This study reviews 67 empirical papers on managerial shared leadership to contribute knowledge to the research field and offer relevant theoretical concepts. It details the origins, analysis methods, structural characteristics, and potential antecedents and outcomes of managerial shared leadership, aiming to develop a theoretical construct for the field. By addressing the imprecise use of concepts in the past, the study seeks to advance managerial shared leadership as a cohesive research area.
Managerial shared leadership is a practice that goes beyond traditional ways of organising leadership functions. It is an organisational phenomenon where a few individuals share responsibility for the tasks of a managerial position. This paper reviews 67 empirical papers published in scientific journals. The review covers 55 years (1965-2019). The aim is to contribute knowledge about managerial shared leadership as a research field and offer some relevant theoretical concepts. No review to date has specifically focused on managerial shared leadership, and this paper intends to close this knowledge gap. The paper details the start of managerial shared leadership as a research field, presents a bibliometric analysis and the methodological approaches used, and describes the structural characteristics of managerial shared leadership. The paper includes a thematic content analysis of necessary and enabling antecedents and outcomes. Historically, the imprecise use of concepts has hampered managerial shared leadership's development into a cohesive research field, so this paper develops and uses theoretical concepts to form a theoretical construct for the entire field. This construct is briefly discussed in relation to general shared leadership theory and critical leadership studies. In practice, managerial shared leadership may provide leadership solutions where there is an imbalance between demands and resources while managing complex situations.
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