MBA Project on Shared Team Leadership - Free Final Year Project's

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Oct 31, 2017

MBA Project on Shared Team Leadership

Shared Team Leadership project is a good project for management students with full Report. Despite extensive theory and research on teams and leadership, few scholars have examined team leadership per se. To help fill this void, this project examines a construct that intertwines leadership and teams: shared team leadership. You can also Subscribe to FINAL YEAR PROJECT'S by Email for more such projects and seminar.


Teams are growing increasingly common as the primary work unit in organizations. Over the last fifteen years, organizations have shifted from a reliance on individual-centered work structures to a reliance on teams. Accompanying this organizational design shift are increased theory and research on teams.


Shared Team Leadership


The main aim of this project on "Shared team leadership" is to examine the interplay between teams and leadership. The author took a multilevel view and examine shared leadership in teams. Shared team leadership exists when multiple team members exert downward, upward, and lateral influence on their fellow teammates in an effort to realize team goals. In contrast, vertical team leadership occurs when one leader exerts downward influence on team members in an effort to realize team goals. In a team characterized by shared team leadership, all team members can and do perform leadership functions.

Recommended Project: Study on Employee Motivation

Sharing leadership idea is not new. The construct has deep roots in the organizational sciences. Follett (1924), for instance, emphasized that people mustn't essentially follow the formal leader, however rather ought to follow the individual
with the foremost requisite information of the actual state of affairs.


Bowers and coast incontestible that mutual or peer leadership, within which multiple people enacted constant leadership behaviors at constant time, usually had a better relationship with positive cluster outcomes than leadership exercised by the formal manager. roar and Yetton (1973) delineate the advantages of subordinate involvement in decision-making. And recently, the work on self-managing work groups recognized the behaviors of all team members in team functioning.

Use this report for your reference and study only and thanks to the author of the project.

Author: Ziegert, Jonathan Christian
Source: University of Maryland

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