Maged Georgy

Citation:

Scott-Young, C., Maged Georgy, and A. Grisinger, Shared leadership in project teams: An integrative multi-level conceptual model and research agenda, , vol. 37, pp. 565– 581, 2019/03/24.

Abstract:

This article appeared in a journal published by Elsevier. The attached copy is furnished to the author for internal non-commercial research and education use, including for instruction at the author's institution and sharing with colleagues. Other uses, including reproduction and distribution, or selling or licensing copies, or posting to personal, institutional or third party websites are prohibited. In most cases authors are permitted to post their version of the article (e.g. in Word or Tex form) to their personal website or institutional repository. Authors requiring further information regarding Elsevier's archiving and manuscript policies are encouraged to visit: Abstract Shared leadership has rarely been studied in the project management context, despite its proven performance-enhancing benefits in other management domains. Based on a systematic review of the salient literature from multiple disciplines, this paper develops a new multi-level conceptual model to advance a holistic understanding of how shared leadership develops and how it may impact individual, team, project and wider organisational performance. The conceptual model draws upon the input-mediator-output-input perspective of systems theory, which is well-established in the general team literature. The new integrative model identifies the potential multi-level antecedents, proximal team functioning outcomes, and the more distal multi-level outcomes of shared leadership based on findings from the shared leadership literature drawn largely from other domains. Potential boundary conditions of the model are identified. A future research agenda is recommended for empirically testing the new multi-level shared leadership model and its different elements in a diverse range of project contexts.

Notes:

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