Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors.

L. Pearce, Craig; P. Sims, Henry

doi:10.1037/1089-2699.6.2.172

Public

Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors.

Published in Group Dynamics Theory Research and Practice • Jun 1, 2002

Authors:

Craig L. Pearce

Henry P. Sims

Abstract

This study investigated vertical versus shared leadership as predictors of the effective-ness 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 ...

Subject

Transformational leadership

Transactional leadership

Directive

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