Abstract
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.
| Original language | English |
|---|---|
| Pages (from-to) | 65-68 |
| Number of pages | 4 |
| Journal | Journal of Leadership Studies |
| Volume | 12 |
| Issue number | 4 |
| DOIs | |
| Publication status | Published - Dec 2018 |
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Keywords
- TRUST
- WORK
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Taking the leadership role : Understanding leadership across team and organizational boundaries in view of the changing employment relationship. / Coun, Martine; Peters, Pascale; Blomme, Rob.
In: Journal of Leadership Studies, Vol. 12, No. 4, 12.2018, p. 65-68.Research output: Contribution to journal › Article › Academic › peer-review
TY - JOUR
T1 - Taking the leadership role
T2 - Understanding leadership across team and organizational boundaries in view of the changing employment relationship
AU - Coun, Martine
AU - Peters, Pascale
AU - Blomme, Rob
PY - 2018/12
Y1 - 2018/12
N2 - 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.
AB - 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.
KW - TRUST
KW - WORK
UR - https://onlinelibrary.wiley.com/doi/pdf/10.1002/jls.21612
U2 - 10.1002/jls.21612
DO - 10.1002/jls.21612
M3 - Article
VL - 12
SP - 65
EP - 68
JO - Journal of Leadership Studies
JF - Journal of Leadership Studies
SN - 1935-2611
IS - 4
ER -