TY  - CHAP
AB  - Abstract This chapter is about how leaders attempt to move from traditional to shared leadership and why they often cannot. We develop a new theoretical framework to examine whether leaders are willing to shift control from themselves to their followers and thus promote shared leadership in their teams. We argue that control shifts, while necessary for shared leadership, are particularly difficult for leaders to enact. This is because leadership is often closely bound with power and status in the organization, a reality of organizational life that is often overlooked in the quest for new forms of leadership, such as shared leadership. Our contribution lies in examining leaders’ ability to enact shared leadership through the lenses of primary and secondary control, and situating control shift in the context of global leadership including selected cultural dimensions, complexity, and paradoxes.
VL  - 9
SN  - 978-1-78635-138-8, 978-1-78635-137-1/1535-1203
DO  - 10.1108/S1535-120320160000009006
UR  - https://doi.org/10.1108/S1535-120320160000009006
AU  - Toegel Ginka
AU  - Jonsen Karsten
PY  - 2016
Y1  - 2016/01/01
TI  - Shared Leadership in a Global Context: Challenges of Transferring Control to Team Members
T2  - Advances in Global Leadership
T3  - Advances in Global Leadership
PB  - Emerald Group Publishing Limited
SP  - 151
EP  - 185
Y2  - 2024/09/21
ER  -