Short Description
The complexity of modern organizations, illustrated by the conference theme "at the interface", is in large part responsible for heroic notions of leadership giving way to theories describing leadership as a social, dynamic, and multilevel phenomenon. Such perspectives reimagine leadership as distributed across formal hierarchies and horizontal boundaries and created through interpersonal interactions and collaborative activities as opposed to formal mandates. Postheroic theoretical perspectives exist under several titles including "shared", "distributed", "collective", "collaborative", "relational", and "network" approaches to leadership (cf. Denis, Langley & Sergi, 2012; Yammarino, Salas, Serban, Shirreffs, & Shuffler, 2012). Unfortunately, these theoretical developments have outpaced empirical study, creating a mounting need for theory testing, integration, and refinement (cf. Carter, DeChurch, Braun, & Contractor, 2015; Cullen-Lester, Maupin, & Carter, in press; Cullen-Lester & Yammarino, 2016; Denis et al., 2012; Paunova, 2015; Yammarino et al., 2012).
The purpose of this caucus is to advance the study of this emerging view of leadership by offering a forum for researchers to openly discuss conceptual, measurement, and analysis challenges stalling empirical research as well as potential solutions. Following a brief welcome by the caucus organizers, attendees will split into small groups to discuss challenges they are facing in their own research and to link those experiences to the challenges and issues facing the field. The session will close with a facilitated discussion by the caucus organizers in which attendees will share their challenges and the solutions that emerged.
The goal of this caucus is to inform and inspire those who attend to explore novel and wide-ranging theoretical/conceptual, methodological, and analytical approaches in their future research and by doing so to accelerate research on leadership as a social, dynamic, and multilevel phenomenon. Come join a growing community of scholars eager to connect with one another to uncover solutions that will enable the field to progress.
References
Carter, D. R., DeChurch, L. A., Braun, M. T., & Contractor, N. 2015. Social network approaches to leadership: An integrative conceptual review. Journal of Applied Psychology, 100: 597-622.
Cullen-Lester, K.L., Maupin, C. & Carter, D. R. 2017. Incorporating Social Networks into Leadership Development: A Conceptual Model and Evaluation of Research and Practice. The Leadership Quarterly, 28: 130-152.
Cullen-Lester, K. L. & Yammarino, F. J. 2016. Collective and network approaches to leadership: Special issue introduction. The Leadership Quarterly, 27: 173-180.
Denis, J. L., Langley, A., & Sergi, V. 2012. Leadership in the plural. The Academy of Management Annals, 6: 211-283.
Paunova, M. 2015. The emergence of individual and collective leadership in task groups: A matter of achievement and ascription. The Leadership Quarterly, 26: 935-957.
Yammarino, F. J., Salas, E., Serban, A., Shirreffs, K., & Shuffler, M. 2012. Collectivistic leadership approaches: Putting the "we" in leadership science and practice. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5: 382–402.