Shared Leadership

Good policy development is based upon wise decisions. Wise decisions evolve from a process which includes polling a group of diversely informed individuals. While the decision must be made by a person with authority, leadership has been historically conceived around an individual decision-maker and that individual’s relationship to subordinates or followers. The leadership field has focused its attention on the behaviors, mindsets, and actions of the leader in a team or organization, which has traditionally been hierarchical.

Shared leadership concepts can enhance and make more effective the process of policy development and the process of making wise decisions. The fastest growing organizational unit is the team, specifically cross-functional teams. What distinguishes these groups from traditional organizational forms is often the absence of hierarchical authority. Leadership is not determined by positions of authority, but rather by an individual’s capacity to influence peers, and by the needs of the team in any given moment. Each member of the team brings unique perspectives, knowledge, and capabilities to the team. For each there are moments when background characteristics provide a platform for leadership and decision-making. Much thought should be given as to how the authority to make a decision can help and not hinder a shared-leadership organization.

For an excellent treatment of this subject see Shared Leadership, Craig L. Pearce and Jay A. Conger, Editors, All those Years Ago: The Historical Underpinnings of Shared Leadership, Craig L. Pearce and Jay A. Conger, Sage Publications, 2003.