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Shared leadership: leading through polylogue

Linda Lee‐Davies (Lectures at The University of Northampton, Northampton, UK. She can be reached at linda.lee‐
Nada K. Kakabadse (Professor in Management and Business Research, Northampton Business School, Northampton, UK. She can be reached at
Andrew Kakabadse (Professor of International Management Development, Cranfield School of Management, Cranfield, UK. He can be reached at

Business Strategy Series

ISSN: 1751-5637

Article publication date: 22 May 2007




To examine the leadership requirements and challenges that need to be considered for future organizational sustainability.


The approach adopted focuses on the pool of talent available and required within the organization and how a philosophy of shared responsibility and commitment can be engendered on behalf of the organization.


A model is provided outlining how multiple conversations, namely a practice of polylogue, can be effectively pursued.

Practical implications

The benefits of polylogue are outlined in terms of future leader development and staff retention through accommodating a co‐operative working environment.


Pursuing multiple “fierce conversations”; through polylogue, but in a constructive manner, is positioned to effectively realize competitive advantage.



Lee‐Davies, L., Kakabadse, N.K. and Kakabadse, A. (2007), "Shared leadership: leading through polylogue", Business Strategy Series, Vol. 8 No. 4, pp. 246-253.



Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited