Craig Pearce

University of South Alabama | USA · Department of Management

Whereas the predominance of leadership research has focused upon top-down influence processes, we examine the process of leading from the inside out, i.e., self-leadership. Based on a meta-analysis of 57 effect sizes and 16,493 observations, the overall results suggest that self-leadership is positively and strongly related to individual outcomes (...

Organizations are rife with paradoxes, yet we know very little about how leaders simultaneously handle multiple paradoxes. To address this question, we conducted a qualitative thematic analysis of 78 formal interviews conducted over a period of 13 months with leaders in a high-growth retail organization. We supplemented this primary data with revie...

Leadership of public universities has come under fire—from scandals, from funding, from students, from every direction. Top‐down leadership of institutions of higher education has been described as a “disease.” Shared governance—a mechanism of faculty representation in the leadership and decision‐making processes—a seeming alternative, has been des...

There has been a growing interest in leader emotion in organizational scholarship. Concomitantly, the body of research on self-leadership continues to expand. Nonetheless, relatively little work has focused on emotional self-leadership. We address this void by exploring intrapersonal and interpersonal aspects of emotional self-leadership and its in...

The purpose of this article is to articulate a model of, as well as a call to action for, health services leadership, with a particular emphasis on the role of health services leadership in organizational learning. More specifically, I articulate a model that poses two antecedents of health services hierarchical leadership—leader responsibility dis...

Time requested: 2 hours Abstract The first purpose of this professional development workshop is to examine multiple models of open governance as practiced by large and small enterprises, and across industries and cultures. The need to examine various forms of open governance is due to the questioning of traditional forms of governance and the signi...

At the individual level of analysis, empowerment is ultimately experienced when followers engage in effective self-leadership where self-leadership is defined as a process through which people influence themselves to achieve the self-direction and self-motivation needed to perform. The empirical evidence on empowerment suggests that it has a powerf...

We put forth a theoretical model that considers alternative paths toward the formation of vision in collectives. We view vision as being shaped by a combination of hierarchical leader vision and shared leadership processes involving followers. As such, these paths balance leader- and follower-centric approaches to understand the formation of vision...

Service has received increasing attention in the management literature, yet sustainability of service is often overlooked. In this Incubator we examine the potential for client involvement through shared and self-leadership to foster empathy enhanced service and reduced costs, both of which may support a more sustainable service delivery process. C...

Globalization is creating challenges which need to be addressed through new thinking. This panel symposium places these challenges at its heart and queries how firms, people and business schools can make a difference, with global leadership and as global leaders. For this panel symposium we have brought together an international group of scholars t...

In this paper we address an age-old expression – “sharing is caring.” We offer a model and propositions suggesting that shared leadership proactively increases group-level caring and ultimately group-level performance within organizations through two key mediating mechanisms – psychological empowerment climate and group solidarity. In addition, we...

This article is about responsible leadership and how shared leadership processes can potentially support it. In particular, an emerging literature on the topic of responsible leadership offers promise to refine and move our thinking forward in an integrative way that bridges what we know about corporate social responsibility and leadership. In this...

This article examines the potential for offering sustainable compassion-based service. Organizations with compassion-based service missions face difficult challenges in addressing acute client needs with limited resources. We posit that distributed service delivery (i.e., clients serving themselves and one another) can result in more long-term comp...

In 2006, we, the authors, and David Waldman wrote an article for the Journal of Management, Spirituality & Religion describing a theoretical model of how we thought virtuous leadership might manifest and perpetuate itself in modern organizations, particularly in relation to organizational learning. The article was inspired because of two things. Fi...

Purpose ‐ The purpose of this paper is to shed some light on the linkage between leadership and sustainability. Recent scandals involving executive leadership have significantly contributed to the topic of sustainability becoming one of the most important concerns of the management literature in the twenty-first century. Design/methodology/approach...

Leadership development and executive education have taken on increased prominence in recent years. The natural tendency is to approach the subject of leadership as a hierarchically-based process that is focused on higher-level individual leaders influencing lower-level followers. This tendency is consistent with myths surrounding charismatic and he...

Recent scandals involving executive leadership have significantly contributed to the topic of corporate social responsibility (CSR) becoming one of the most important concerns of the management literature in the twenty-first century. The antithesis of CSR is embodied in executive corruption and malfeasance. Unfortunately such things are all too fre...

We maintain that the requisite complexity of collectives is an important component of collective learning and adaptive performance. Collective requisite complexity is comprised of two components: static complexity, which consists of group or team heterogeneity in general cognitive, social, self, and affective domains; and dynamic complexity, which...

Drawing from recent theory and research on empowerment and resistance, data on leader behaviors and follower responses were collected from superior–subordinate dyads in 179 public high schools. Structural equation modeling revealed that empowering leadership was associated with higher employee performance and satisfaction, as well as reduced dysfun...

In the present paper we examine the moderating effects of age diversity and team coordination on the relationship between shared leadership and team performance. Using a field sample of 96 individuals in 26 consulting project teams, team members assessed their team’s shared leadership and coordination. Six to eight weeks later, supervisors rated th...

Shared leadership is defined as ‘‘a dynamic, interactive influence process among individuals in groups for which the objective is to lead one another to the achievement of group or organizational goals or both’’. The initial work on shared leadership has demonstrated that it can have a powerful influence on group attitudes, behavior, cognition, and...

What are the best interventions that Work and Organizational Psychology offers today for promoting high work motivation in organizations? This paper seeks to answer this question in two steps. First, we briefly summarize the main findings from 26 meta-analyses concerned with traditional practices such as goal setting, feedback, work design, financi...

The use of humor by leaders is widely believed to have a beneficial impact on workplace outcomes. The present study, however, goes beyond a simple search for main-effect associations to test for the potential interactive role of leader humor in influencing the relationships between leader behavior and follower outcomes. For 179 leader-follower pair...

Edwin Locke contributed a chapter to the critique section of Craig Pearce and Jay Conger's (2003a) edited book, Shared Leadership: Reframing the Hows and Whys of Leadership, published by Sage. In this letter exchange, they continue their dialogue on this important topic. They focus in particular on clarifying what each means by “shared leadership”...

It’s a common corporate approach to a problem: Build a team of experts from different parts of the company and ask them to find a solution. But these teams could be a lot more effective if companies took one radical step: share leadership. This concept, of course, flies in the face of the traditional idea of how companies should operate. One person...

Recent scandals involving executive leadership have vaulted the topic of executive corruption to a central concern in the organizational literature. History suggests that power can corrupt and that absolute power can be an especially toxic influence. In this paper we propose that the propensity for corruption (as measured by CEO responsibility disp...

In a test of hypotheses derived from the integration of principles of path-goal theory (House, 1996) and transformational leadership theory (Bass, 1985), data collected from 179 high school teachers and their principals were examined with hierarchical regression analysis. Augmentation analysis indicated that transactional leadership had a stronger...

A discussion of a model for virtuous leadership is presented by Pearce, Waldman and Csikszentmihalyi. The import and interplay of work relationships and task accomplishment are considered along vertical and shared leadership connections. These authors contend that individual characteristics and cues in the environment may point to greater ethical a...

Leadership and, consequently, leadership development have taken on far greater import in recent times. As organizations have steadily progressed into the knowledge economy we can no longer rely on simple notions of top–down, command-and-control leadership, based on the idea that workers are merely interchangeable drones. Accordingly, in this specia...

While leadership is indisputably one of the most pervasive topics in our society, the vast majority of existing research has focused on leadership as a positive force. Taking a follower-centric approach to the study of leadership, we integrate research on the Romance of Leadership and the dark side of leadership by examining followers' perceptions...

Edwin Locke contributed a chapter to the critique section of Craig Pearce and Jay Conger's edited book, Shared Leadership: Reframing the Hows and Whys of Leadership (Sage, 2003a). In this letter exchange, they continue their dialogue on this important topic. They focus in particular on clarifying what each means by “shared leadership” and on what s...

Knowledge work is becoming increasingly team-based. The reason is clear. It is becoming ever more difficult for any one person to be an expert on all aspects of the work that needs to be done, and this is true in a wide variety of contexts ranging from the R&D lab to the executive suite. With the shift to team-based knowledge work comes the need to...

We examined anti-citizenship behavior at the team level of analysis in a sample of 71 change management teams. Data were collected using a questionnaire methodology and through examination of company records. Results indicate that team leader solecism, team commitment, and perceived organizational support, but not team size, are highly correlated (...

In this manuscript we attempt to shed light on the concept of virtuous leadership. We first attempt to identify the nature of virtuous leadership. Next, we specify two potential antecedents of virtuous vertical leadership. Specifically, we identify the personal characteristic of responsibility disposition as well as environmental cues as potential...

The current study investigated the relative influence of vertical versus shared leadership within new venture top management teams on the performance of startups using two different samples. Vertical leadership stems from an appointed or formal leader of a team (e.g., the CEO), whereas shared leadership is a form of distributed leadership stemming...

Purpose To address the increasing need for novel approaches to leadership that deal with the challenges organizations face as they flatten, diversify, and confront increasingly complex problems. Design/methodology/approach A meso‐level theoretical model is developed that outlines the relationship between self‐ and shared leadership, focusing on th...

The Contemporary Leadership section of The Leadership Quarterly solicits essays on leadership phenomena featured in current events or recent times. Specifically, we seek submissions using an essay format involving original commentaries and critiques. Essays should discuss the leaders and leadership issues featured in a specific, prominent recent ev...

This article outlines a model of when, why, and how the influence of entrepreneur leadership behavior on new venture performance is likely to be moderated by the level of environmental dynamism. The model is tested using a sample of 66 new ventures. The results indicate that environmental dynamism has a significant positive moderating effect on the...

How are the capabilities of knowledge workers best harnessed? Traditionally, organizations have focused on a top-heavy, heroic model of leadership in order to extract work-product from their employees. We believe this model is a myth. It is becoming ever more difficult for any one person to be an expert on all aspects of the work that needs to be d...

The authors investigated citizenship behavior at the team level of analysis by examining 71 change management teams, teams that are responsible for implementing organizational change. The authors collected data at an automotive-industry firm in the mid-Atlantic United States using a questionnaire methodology and an examination of company records. T...

Virtual organizations and networked organizations consist of individuals collaborating and working from physically dispersed locations and thus rely on virtual teams for obtaining member participation and coordinating individual effort in productive work. Virtual teams are teams that rarely meet in person but interact over an extended period of tim...

This research longitudinally investigates the innovation process by examining the relationship between innovation effectiveness, shared vision, and product and process innovation team (PPIT) dynamics in the innovation process. The research was conducted with a sample of 71 PPITs. Results indicate that when teams are charged with implementation of s...

Knowledge work is becoming increasingly team-based. The reason is clear. It is becoming ever more difficult for any one person to be an expert on all aspects of the work that needs to be done, and this is true in a wide variety of contexts ranging from the R&D lab to the executive suite. With the shift to team-based knowledge work comes the need to...

In this paper, we take a behavioral integration perspective [Strategy Leadersh. 25 (1997) 24] in articulating the process through which new venture performance may be explained. In so doing, we integrate concepts from entrepreneurship, top management teams (TMT), group process, and leadership research and propose an input–process–output model for e...

Extends the transactional‐transformational model of leadership by deductively developing four theoretical behavioral types of leadership based on a historical analysis of leadership literature. Then, in an exploratory empirical phase, uses two data sets to inductively develop alternative models of leadership types. Finally, with a third data set ,...

Toward a model of shared leadership and distributed influence in the innovation process: How shared leadership can enhance new product development team dynamics and effectiveness Perhaps reflecting general trends in the leadership literature, commentary on leadership in the new product development (NPD) domain focuses mainly on downward influence b...

All those years ago: The historical underpinnings of shared leadership The purpose of this book is to articulate a model of a particular form of leadership—shared leadership—and to stimulate future research on this poorly understood form of leadership. We define shared leadership as a dynamic, interactive influence process among individuals in grou...

A landscape of opportunities: Future research on shared leadership Though this volume conveys the impression of significant progress in our understanding of the dynamics of shared leadership, we would argue that the field is still in its infancy. Like other fledgling fields, the initial research on shared leadership was shaped by a pioneering but s...

Shared Leadership: Reframing the Hows and Whys of Leadership brings together the foremost thinkers on the subject and is the first book of its kind to address the conceptual, methodological, and practical issues for shared leadership. Its aim is to advance understanding along many dimensions of the shared leadership phenomenon: its dynamics, modera...

This study investigated vertical versus shared leadership as predictors of the effectiveness of 71 change management teams. Vertical leadership stems from an appointed or formal leader of a team, whereas shared leadership (C. L. Pearce, 1997; C. L. Pearce & J. A. Conger, in press; C. L. Pearce & H. P. Sims, 2000) is a group process in which leaders...

This study investigated vertical versus shared leadership as predictors of the effectiveness of 71 change management teams. Vertical leadership stems from an appointed or formal leader of a team, whereas shared leadership (C. L. Pearce, 1997; C. L. Pearce & J. A. Conger, in press; C. L. Pearce & H. P. Sims, 2000) is a group process in which leaders...

Our longitudinal field study investigated the relationship between team potency and team effectiveness. The sample for this study was drawn from 71 change management teams from an automotive firm in the USA. Team potency ratings were obtained from team members. Team effectiveness ratings were obtained from team members, team leaders and external ra...

This paper presents a study of two samples of new venture top management teams from the inc. 500. The research poses that shared strategic cognition is the outcome of group processes that occur during the development of strategy. Shared cognition in top management teams (TMTs) is the extent to which those mental models about strategy are shared. A...

The fascination with leadership seems an enduring human condition. Numerous theories of leadership have been espoused over the centuries. The primary emphasis of these theories has been the individual leader. The purpose of this research is to widen the debate on leadership to include, not only individual level leadership, but also to explore the p...

This research introduces and demonstrates the application of Latent Class Modeling (LCM) in an important management setting. The study examines the grouping of nations and reviews a number of the key approaches to grouping nations by culture. An alternative approach to grouping nations is proposed, based on workplace attitudes and values, and using...

This research introduces and demonstrates the application of Latent Class Modeling (LCM) in an important management setting. The study examines the grouping of nations and reviews a number of the key approaches to grouping nations by culture. An alternative approach to grouping nations is proposed, based on workplace attitudes and values, and using...

This study integrated concepts from upper echelons, group process and social cognition theories to investigate how demographic diversity and group processes influence strategic consensus within the top management team (TMT), where strategic consensus is defined as the degree to which individual mental models of strategy overlap. Data from 76 high-t...

Customer demands and an increasingly complex environment can make team selling critical to strategy implementation, profitability, and competitive advantage. The increased use of selling teams has not been matched by an increased understanding of how to foster enhanced selling team effectiveness. In this article the authors define empowered selling...

Thesis (Ph. D.)--University of Maryland at College Park, 1997. Thesis research directed by Dept. of Management and Organization. Includes bibliographical references (leaves 183-196).