There are plenty of reasons that you’ve heard us beat the Shared Leadership drum over and over again: at this moment in time, it just makes sense. Organizational needs are increasingly complex. Leaders are under pressure to meet a broader array of expectations. And in many cases, organizations are recognizing that they cannot overburden leaders and expect to retain them in a competitive job market. So a shared model – where leaders can use their unique strengths to complement each other – is a strong solution for taking care of people and profits.
But we don’t need to rely on intuition alone – our research indicates that leaders who are stronger in shared leadership also show effectiveness in a number of areas. The study also shows that 1 in 4 leaders exhibit at least three shared leadership “blockers” – behavior patterns that may not be supportive of a shared leadership model.
In their recent article in Coaching Perspectives Magazine, MRG’s Maria Brown and David Ringwood explore this research and its implications, including suggestions for coaching to help break down these barriers.
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