Personal Quarterly 4/2021

15 04 / 21 PERSONALquarterly LEON BARTON, M.SC. Wissenschaftlicher Mitarbeiter Institut für Führung und Personalmanage- ment Universität St. Gallen E-Mail: leon.barton@unisg.ch https://ifpm.unisg.ch/de SUMMARY Research question: Interest in the promotion and effects of shared leadership continues to grow unabated. But how does shared leadership emerge and what performance-related effects can be expected? Methodology: Quantitative empirical study with more than 26,000 respondents from 160 companies in German-speaking countries. Practical implications: The results underline the essential role of hierarchy-inspiring leadership in the emergence of shared leadership and show the effectiveness of shared leadership on innovation as well as on the performance of entire companies. LITERATURVERZEICHNIS Bass, B. M. (1985): Leadership and performance beyond expectations. New York: The Free Press. Bruch, H./Block, C./Färber, J. (2016): Arbeitswelt im Umbruch. Von den erfolgreichen Pionieren lernen. In: Trendstudie 2016. Bruch, H./Färber, J./Block, C. (2018): Leadership der Zukunft. Zwischen Inspiration und Empowerment. In: Trendstudie 2018. Bruch, H./Ghoshal, S. (2003): Unleashing organizational energy. In: MIT Sloan Management Review, 45(1), S. 45-51. Carson, J. B./Tesluk, P. E./Marrone, J. A. (2007): Shared Leadership in Teams: An Investigation of Antecedent Conditions and Performance. In: Acade­ my of Management Journal, 50(5), S. 1217-1234. Cole, M. S./Bruch, H./Vogel, B. (2012): Energy at work: A measurement validation and linkage to unit effectiveness. In: Journal of Organizational Behavior, 33(4), S. 445-467. Färber, J. (2019): Shared Leadership – Wirkung und Förderung eines erwei­ terten Führungsverständnisses (Dissertationsnummer 4944, Universität St. Gallen) Hoch, J. E. (2013): Shared Leadership and Innovation: The Role of Vertical Leadership and Employee Integrity. In: Journal of Business & Psychology, 28(2), S. 159-174-174. Mael, F./Ashforth, B. E. (1992): Alumni and Their Alma-Mater – a Partial Test of the Reformulated Model of Organizational Identification. In: Journal of Organizational Behavior, 13(2), S. 103-123. Podsakoff, P. M./MacKenzie, S. B./Bommer, W. H. (1996): Transformational leader behaviors and substitutes for leadership as determinants of employee satisfaction, commitment, trust, and organizational citizenship behaviors. In: Journal of Management, 22(2), S. 259-298. Raes, A. ML./Bruch, H./De Jong, S. B. (2013): How top management team behavioural integration can impact employee work outcomes: Theory develop­ ment and first empirical tests. In: Human Relations, 66(2), S. 167-192. Van Knippenberg, D./Van Knippenberg, B./De Cremer, D./Hogg, M. A. (2004): Leadership, self, and identity: A review and research agenda. In:The Leadership Quarterly, 15(6), S. 825-856. Walter, F./Bruch, H. (2010): Structural impacts on the occurrence and effec­ tiveness of transformational leadership: An empirical study at the organizatio­ nal level of analysis. In: The Leadership Quarterly, 21(5), S. 765-782. Zaccaro, S. J/Rittman, A. L./Marks, M. A. (2001): Team leadership. In: The Leadership Quarterly, 12, S. 451–483. Zhu, J./Liao, Z./Yam, K. C./Johnson, R. E. (2018): Shared leadership: A state-of-the-art review and future research agenda. In: Journal of Organizatio­ nal Behavior, 39(7), S. 834-852. PROF. DR. HEIKE BRUCH Professur für Betriebswirtschaftslehre Institut für Führung und Personalmanage- ment Universität St. Gallen E-Mail: heike.bruch@unisg.ch https://ifpm.unisg.ch/de