Shared leadership is the process of transitioning from a traditional leader/follower view, and benefiting from the contribution of multiple team members in the organization, not just individuals in positions of power; and developing an infrastructure that benefits the organization (Hickman, 2016; Kezar & Holcombe, 2017; Kocolowski, 2010). Groups that exercise shared leadership experience less discord, group harmony, increased trust, and more unity than groups that do not practice shared leadership (Kezar & Holcombe, 2017; Northouse, 2016). Northouse (2016) explains shared leadership and the skills needed by shared leaders through the Hill Model for team leadership.
Shared Leadership Skills
The vertical leader of the group plays an integral part in effective shared leadership. Northouse (2016) proposes that shared leadership is successful when leaders make the appropriate leadership decisions and determine if internal (task or relational) and or external (environmental) actions are needed to achieve team effectiveness. Leaders must have a strong mental model to decide what problems are challenging the team and what solutions are possible due to internal and external resources and limitations (Northouse, 2016). The leader’s mental model skills need to assess whether to monitor the group from a distance or participate in the decision-making experience with the team (Northouse, 2016).
Internal and External Leadership Decisions
For internal leadership decisions, leaders must gather and process information, and determine if they should address the task from a structural or relational approach. The structural approach requires the leader to ensure the task is completed, select choices, problem-solve, adjust for external ups and downs, and form strategic plans (Northouse, 2016). The leader addresses structural tasks by “valuing excellence, providing clear goals, giving timely feedback, matching challenges and skills, diminishing distractions, and creating freedom” (Wassenaar & Pearce, 2016, p.181).
The relational approach calls for the leader to cultivate a healthy work environment, resolve interpersonal issues between team members, fulfill individuals’ needs, and foster team unity (Northouse, 2016). Shared leaders address relational tasks by offering team training, promoting communication throughout the organization, and providing coaching and mentorship opportunities to staff (Wassenaar & Pearce, 2016). When the team establishes positive relationships and rapport with each other, the outcome results in increased participation in shared leadership (Wassenaar & Pearce, 2016).
External leadership decisions are taken to resolve challenges that arise from outside of the organization and impact the effectiveness of the group (Northouse, 2016). When leaders create networking opportunities and support the team by assisting them to adapt to changing environments, they meet the needs of the team (Kezar & Holcombe, 2017; Northouse, 2016). Leaders can also share pertinent outside information with the team, shield staff from environmental disruptions, and measure environmental signs of the team’s efficiency (Northouse, 2016).
Personal Evaluation as a Shared Leader
Northouse (2016) shares that the leader must also possess skills in “group processing, decision-making, interpersonal communication, conflict resolution, and other abilities” (p.384). Also, leaders must be able to adapt to the changing environment and scenarios presented to the team and determine when to take action and when to let the team lead. Currently, my position is a mid-management position, and I do not have any direct reports;c however, I still have the opportunity to create and engage in shared leadership. I possess strong interpersonal skills which allow me to interact with individuals at all levels within my organization. This skill will allow me to build rapport and relationships with individuals and help me to form trust with my colleagues. This trust will assist me and my colleagues to work more effectively on collaborative projects, and navigate relational and external leadership decisions. As a shared leader, I also create networking opportunities for myself and others participating in committees outside of my department and joining professional associations. By participating in these activities, it gives me the chance to introduce and connect individuals with common interests when the opportunity presents itself, and potentially form external allies.
Skills that I need to improve for shared leadership include decisions related to internal structural tasks. My organization is in the process of a restructure, which is generating instability in the collective work performance of several departments. As the organization navigates through these changes, it is difficult for me to match colleagues’ skills with the appropriate challenges. I believe this is due to the merging of departments and a lack of transparency from the executive administration; while practicing authoritative leadership in place of shared or distributive leadership. In order to develop my structural leadership skills, I would like to work with a mentoring supervisor to receive coaching on how to address these needs as they occur.
Conclusion
In conclusion, shared leadership is a complex process that requires the leader to be able to make the best decisions at the necessary point of need for the team, based on the internal and external tasks impacting the organization (Hickman, 2016; Northouse, 2016; Wassenaar & Pearce, 2016). Leaders of shared environments must also strive to be knowledgeable and equipped to manage a variety of scenarios and assist the team with meeting their goals (Hickman, 2016; Northouse, 2016; Wassenaar & Pearce, 2016). Lastly, as individuals are exposed to shared leadership environments, they can improve their management and leadership skills as they learn to collaborate effectively with others.
