Shared, distributed, collective, participative - they are all synonymous with shared leadership.
But what does it actually mean, and how do you put it into practice?
Shared leadership revolves around the idea that leadership is no longer limited to one person with all the power, but rather to taking on different roles within a team.
It happens at all levels of an organisation, from the top to the shop floor.
It is a process of building and maintaining trust, where everyone can take the lead or be led at different moments.
It's about using everyone's capabilities and talents to achieve the maximum result, with all team members crucial for optimal performance.
Research shows that shared leadership increases a team's effectiveness. When every team member limits themselves to their job description, the team doesn't function optimally. By stimulating ownership and autonomy, a strong bond forms between team members. Collaborating on a shared goal strengthens mutual connectedness.
We can't say that with certainty. Some employees may experience more autonomy as a burden, especially if it is imposed from above.
In general, our research, such as the workability survey, shows that there is a positive link between the degree of autonomy employees experience and how workable they find their job. Employees thrive and feel more valued when they:
It starts with an organisational culture based on democracy, where having a voice is possible. In addition, shared leadership requires a break with classical hierarchical structures. The accent shifts to autonomous teamwork instead of functional hierarchy. However, hierarchical leaders remain important, though in a different role. They serve as role models and provide the necessary steering. A strong team at the top, with the right mix of leadership styles, is essential.
In short, shared leadership is an integral story, in which both the structural and cultural aspects of an organisation are addressed. It transforms the traditional vertical leadership structure into a more horizontal one, where leadership is no longer bound to formal positions, but to the capabilities and needs of the team.
When we look at leadership through a structural lens, we focus mainly on its organisational set-up. We examine how authority and responsibilities are distributed. This depends on the organisational structure and the choices made in the organisation's governance structure.
Important questions that come up here are:
The cultural lens looks at how the leadership role is fulfilled, including leadership style. We analyse the behaviour, style and identity of leaders within the organisation. This psychological approach to leadership is closely connected to the structural set-up of your organisation.
Important questions that are asked here are:
Forging a shared vision on leadership is no small feat. With our LeadershipGround card set, we make sure that alignment and support are built.
