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Cox, J. F., Pearce, C. L., & Perry, M. L. (2003). Toward a Model of Shared Leadership and Distributed Influence in the Innovation Process: How Shared Leadership Can Enhance New Product Development Team Dynamics and Effectiveness. In C. L. Pearce, & J. A. Conger (Eds.), Shared Leadership: Reframing the Hows and Whys of Leadership (pp. 48-76). SAGE Publications Inc.
https://doi.org/10.4135/9781452229539.n3

has been cited by the following article:

• TITLE: Shared Leadership Emergence in Product Development Project Teams—A Reflective Practice Perspective

  AUTHORS: Maximilian Mueller, Constanta-Nicoleta Bodea, Mladen Radujković

  KEYWORDS: Shared Leadership Emergence, Complex Environment, Reflective Practice, Narrative Research

  JOURNAL NAME: Open Journal of Leadership, Vol.12 No.2, June 14, 2023

  ABSTRACT: Many researchers believe that leadership is “the most critical ingredient of team success”. The paper presents a shared leadership emergence in product development project teams. We conducted two steps research, by applying reflective practice perspective approach in the semi structured interviews and workshops within the German company which represents a dynamic and changing environment, and practice shared leadership in product development project teams. Results show alignment with previous theory about the topic, but also added new viewpoints trough glasses of practitioners. They believe that complex environment is the main driver for shared leadership, where emergence as an informal process and factors in practice are hard to be influenced. The findings show that interactions between people and team dynamics play a central role in shared leadership emergence and the resulting increase in the complexity of the leadership construct. This paper contributes to shared leadership research by adding a reflective practice dimension and bridging the theory with practice.