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Taking the Leadership Role: Understanding Leadership Across Team and Organizational Boundaries in View of the Changing Employment Relationship
Author(s) -
Coun Martine,
Peters Pascale,
Blomme Rob
Publication year - 2019
Publication title -
journal of leadership studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.219
H-Index - 14
eISSN - 1935-262X
pISSN - 1935-2611
DOI - 10.1002/jls.21612
Subject(s) - salient , order (exchange) , shared leadership , public relations , neuroleadership , leadership studies , process (computing) , leadership , distributed leadership , knowledge management , leadership style , political science , sociology , business , computer science , finance , law , operating system
Contemporary knowledge workers cooperate more and more in multiple, temporary, and often virtual teams with peers within and across organizational boundaries. The growing involvement of multiple actors inside and outside organizations has severe implications for how the employment relationship is managed. In the current article it is argued that leadership is becoming not only increasingly distributed but also diffuse. Leadership is no longer “what those in leadership positions do,” but refers to a process by which one or more actors stimulate themselves and each other in order to pursue values, goals, and objectives. Whoever takes on a leadership role, needs to understand the way actors can be motivated and energized to address future needs and requirements in organizations. Building on insights from human resource management, leadership, and organizational behavior literature, how multiple actors are stimulated to take on their leadership roles in order to foster salient outcomes for multiple parties is explored in the current article.