What happens when teams start to lead themselves? Can this be reconciled with the typical model of hierarchical leadership? And can this perhaps even have advantages for companies? The chair is investigating these questions within the framework of several research projects. Shared leadership is a dynamic and interactive process in which the members of a team lead themselves towards an (organizational) goal (Pearce & Sims, 2002). In this context, shared leadership is not intended to replace formal leadership, but rather to be used as a complement to it. In a longitudinal study, it was shown that transformational leadership of the team leader and high trust in the team increased shared leadership. Furthermore, shared leadership had a positive effect on team performance and team creativity (Klasmeier & Rowold, 2019). The chair's other research focuses on investigating the motivational potential and health-promoting effects of shared leadership.
Klasmeier, K. N., & Rowold, J. (2019). Just share it? A multilevel investigation on predictors and outcomes of shared leadership. Vortrag 19th Congress European Association for Work & Organizational Psychology (EAWOP), Turin, Italien.
Pearce, C. L., & Conger, J. (2003). Shared leadership: Reframing the hows and whys of leadership. Thousand Oaks, CA: Sage.