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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‐davies@northampton.ac.uk)
Nada K. Kakabadse (Professor in Management and Business Research, Northampton Business School, Northampton, UK. She can be reached at Nada.Kakabadse@Northampton.ac.uk)
Andrew Kakabadse (Professor of International Management Development, Cranfield School of Management, Cranfield, UK. He can be reached at a.p.kakabadse@cranfield.ac.uk)

Business Strategy Series

ISSN: 1751-5637

Article publication date: 22 May 2007

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1904

Abstract

Purpose

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

Design/methodology/approach

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.

Findings

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.

Originality/value

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

Keywords

Citation

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. https://doi.org/10.1108/17515630710684295

Publisher

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Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited