Integrating transformational leadership, creativity and social cognitive theories, we explore the relationships among transformational leadership, creative role identity, creative self-efficacy, job complexity and creativity. Structural equation modeling (SEM) with bootstrapping estimation was conducted using data from 395 supervisoreemployee dyads from international tourist hotels in Taiwan. T...

The purpose of this research is to examine whether outcome controls of group work (i.e. time pressure and reward), trust, and motivation affect shared leadership in virtual teams. In addition, we explore the relationship between shared leadership and information sharing effectiveness in these teams. Results of a laboratory experiment on collaboration technology-based virtual teams indicate that...

 The main purpose of this research is to demonstrate the importance of ethical leadership in a learning organization. The main question is whether the ethical leadership in a learning organization can play a role? And if it is, what is the influence. In this regard, to answer the question, dimensions of the Learning Organization were evaluated based on the Peter Senge's model. In addition, for ...

Leadership has always attracted human beings. In this thesis we identify the traditional top-down single leadership as a powerful norm, influencing every leader. With this assumption in mind we have chosen to conduct a literature review where we examine the concept of shared leadership on two levels in order to evaluate the possibilities for the concept to become a new leadership norm. First, w...

Serving as President of AORN for the past 12 months has been an honor and a privilege that I will cherish rest my life. am thankful opportunities this role provided me to engage with some brightest most innovative perioperative nurses leaders have ever met. is extraordinary association many reasons, but mostly because our members are extraordinary. It humbling experience lead Board Directors th...

Edwin Locke contributed a chapter to the critique section of Craig Pearce and Jay Conger’s (2003a) edited book, Shared Leadership: Reframing the Hows and Whys of Leadership, published by Sage. In this letter exchange, they continue their dialogue on this important topic. They focus in particular on clarifying what each means by “shared leadership” and on what shared leadership can and should lo...

This study investigated vertical versus shared leadership as predictors of the effectiveness of 71 change management teams. Vertical leadership stems from an appointed or formal leader of a team, whereas shared leadership (C. L. Pearce, 1997; C. L. Pearce & J. A. Conger, in press; C. L. Pearce & H. P. Sims, 2000) is a group process in which leadership is distributed among, and stems from, team ...

The research reported in this paper was designed to study the influence of shared servant leadership on team performance through the mediating effect of team behavioral integration, while validating a new short measure of shared servant leadership. A round-robin approach was used to collect data in two similar studies. Study 1 included 244 undergraduate students in 61 teams following an intense...