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Managing change or changing management? Comparing shared and vertical and shared leadership models

Human Resource Management International Digest

ISSN: 0967-0734

Publication date: 10 July 2017

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Does a leadership team actually lead in any meaningful way? This is not a trick question – or at least, it is not meant be. Rather, it is an attempt to dig down into our understanding of leadership as it is commonly experienced in firms the world over. For the vast majority of managers, they are told they are part of the leadership team, and will no doubt attend well-meaning collaborative sessions on defining their company’s values or adopting shared ways of working. However, when it comes to actual leading, the focus will still be on the CEO, chair, and senior board members of the organization. They do the “real” leading – bosses make decisions, they delegate tasks, and ultimately they succeed or fail on what the business achieves with them at the top.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Keywords

Citation

(2017), "Managing change or changing management? Comparing shared and vertical and shared leadership models", Human Resource Management International Digest, Vol. 25 No. 5, pp. 33-35. https://doi.org/10.1108/HRMID-05-2017-0084

Publisher

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Emerald Publishing Limited

Copyright © 2017, Emerald Publishing Limited