Having spent the summer with 4 organisations that are developing shared leadership, happy to share my first findings of the project with Flanders Synergy.

1. 16 September 2015
The art of sharing leadership
The Future Leadership Initiative
www.tfli.be
@KoenMarichal

2. The Future Leadership Initiative
1. Raising the bar for leadership since 2011
 Check us out on tfli.be, follow us on twitter
(koen.marichal & segers.jesse) & on LinkedIn
2. Working with over 1.000 leaders a year
3. Research program on shared &
authentic leadership
4. Partners: KBC, Cronos

3. “the enormity of the leadership field”
(Dinh et al. 2014)
Established theories Emerging theories
Neo-charismatis (o.a. transformational) 294 Strategic leadership 182
Leadership as cognition 194 Team leadership 112
Leadership as relation, exchange 156 Contextual, systemic 110
Leadership as dispositional 149 Emergent leadership 102
Cross-cultural leadership 81 Ethical leadership 80
Follower-centric 69 Leadership for innovation, creativity 72
Leadership as behavior 64 Leadership identity 60
Contingency (e.g. situational) 55 Varia (e.g. biological, e-, toxic…) 101
Leadership as power, influence 52
Articles published in top 10 academic journals between 2000 & 2012 (total: 752)

4. “One of the
200.000 hits on
Amazon & of the
454 000 000 on
google”

5. The ABC of leadership
challenge
A
B Cpeople
thecontext
Power over
people
Power with
people
Galinsky et al., 2008

6. 4 case studies, 44 interviews
- Public administration: liberating functional & integrated teams
from hierarchy
- Engineering company: from 80 employees in 3 offices per discipline
to 300 employees in + 23 commercial, autonomous units.
- Home nursing: from 30 departments to 104 self-managing teams
with 14 coaches.
- High tech production: from shift system to cross-shift responsible
teams

8. “Caring 360°
leads to 360°
profit.”
Wouter Torfs,
CEO Torfs Schoenen

10. 1. Strategic intent
Marichal, 2015
“Perceived legitimacy of power expressions is fundamental to
whether shifts in power expressions have a positive effect on
team functioning.”
(Aime et al. 2014, p. 33)
Not shared
1. Strictly
vertical
2. Mostly
vertical
3. Vertical &
horizontal
3. Mostly
horizontal
Maximal
horizontal
(Need for)
steering
1 boss top
down
strict Strong Moderate Limited Minimal
Leadership
The boss is
the boss
Cascade of
planning &
controlling
“people
managers”
Cascade & at
operational
level dynamic
teams
Limited layers &
collaborating
leaders
Limited layers
& nobody is
bossy. Shared
leadership .
Flat –
everybody
leader

11. “The freedom not to do
in an organization where
one is accountable for, a
very dangerous
freedom.”
Dirk Beeuwsaert, executive vice-
president Engie

13. 2. Leadership structure
(Morgeson et al. 2009, p. 6 )
- Layers, units, teams
- Leader roles beside the teams & units or leaders above the teams
- Supporting services or controling/governing services?

14. “Suspicious
people can not
build
organizations.”
Herman Van de Velde,
Group Van de Velde
President VKW

16. 3. “Empowering leaders”
Zhang & Bartol (2010)

17. Positive effects of empowering leadership
- Procedural fairness perception (Van Dijke et al. 2012), voice & trust in leader (Gao et al.
2011)
- Organizational commitment (Konczak et al. 2000), Employee satisfaction (Vecchio, Justin
et al., 2010)
- Psychological empowerment (Amundsen & Martinsen, 2014; Zhang & Bartol, 2010; Van
Dijke et al. 2012), Team empowerment (Kirkman et al. 2004)
- Knowledge sharing & team efficacy (Srivastava et al. 2006), Social integration in TMT
(Ou et al. 2014; Carmeli et al. 2011)
- Shared leadership (Hoch 2013; Ishikawa, 2012)
- Self-efficacy & adaptibility (Ahearne et al. 2005), Proactivity & task proficiency (Martin
et al. 2013), Lower resistance (Vecchio, Justin et al., 2010)
- (newcomers) Creativity (Amundsen & Martinsen, 2014; Zhang & Bartol, 2010; Van Dijke
et al. 2012; Harris et al. 2014)
- Employee performance (Vecchio, Justin et al., 2010)

18. “You have to
really mean
something. Being
the boss is no
longer sufficient.”
Adrienne Axler,
CEO Sodexo Germany

20. - Leadership technology
- social technology
- collaboration technology (team/unit based)
- Context of development (psychological safety)
- Shared leadership climate
- Monitoring, incentives, certification are less effective for unpredictable
conditions, non-routine work
- Other control mechanisms: organisational constitution (~team charter) &
bounded trust
Mills & Ungson, 2003, (p. 143), Chen et al. 2007
4. Dynamic leadership system

21. 1. Strategic intention of the leader coalition at the top
2. Structural empowerment
3. Empowering leaders
4. Systemic approach
“shared leadership … lead one another to the achievement of
group or organizational goals or both” (Pearce & Conger, 2003).

22. OPENING MINDS
TO IMPACT
THE WORLD
Kennis partners