Individual, Team, and Organization Antecedents of Shared Leadership in Knowledge Organizations: A Case Study Analysis of a Neuroscience Clinic in the United States
Individual, Team, and Organization Antecedents of Shared Leadership in Knowledge Organizations: A Case Study Analysis of a Neuroscience Clinic in the United States
Theresa M. Creel | 2019
Abstract
The purpose of this study was to identify individual, team, and organization antecedents of shared leadership in knowledge organizations. This study showed leadership as a shared, dynamic, interactive, and multidimensional process involving formalized and nonformalized leaders (Pearce & Conger, 2003). Researchers first focused on shared leadership theory in the 1990s (Pearce & Conger, 2003); given the theory’s newness, there is a substantial need for an additional empirical study on the antecedents of shared leadership (Bligh, Pearce, & Kohles, 2006). Research questions in this study included the following: What individual, team, and organization antecedents support the development of shared leadership in complex knowledge organizations? How do individuals evolve from mature self-leadership to shared leadership within teams (Bligh et al., 2006)? Why do organizations implement shared leadership, and how do organizations facilitate shared leadership (Bligh et al., 2006; Pearce & Conger, 2003)? The research method for this work was a qualitative single case study, given its applicability for researchers in addressing complex how and why questions. This case study included the purposeful selection of 1 neuroscience clinic as a knowledge organization. Data were triangulated to include individual interviews with leaders, a focus group interview, field observation, and review of organizational documents and videos. The analysis of this case study used deductive and inductive approaches. Researcher analysis included using ATLAS.ti 8 to analyze extensive data in the iterative process of coding, pattern development, and themes. Primary themes indicated individual antecedents of job fit, self-leadership, and faith. Team antecedents indicated team culture, relational, interactive, and empowerment. Organization antecedents indicated knowledge workers, organizational commitment, and development. Organization leaders and others may find value in this study and gain insight into using shared leadership at full integrated levels or as a combined approach with vertical leadership. This study further contributes to the extant literature on shared leadership.