than vertical leadership. Carson et al. (2007) argued that external coaching may compensate for
deficiencies in internal team environment. Since these seminal studies, several noteworthy adjoining
studies on shared leadership have been published (Erkutlu, 2012; Harris, 2008; Hoch et al., 2010;
Solansky, 2008; Zhang et al., 2012). See Table 9.2 for a brief overview.
TABLE 9-2: FURTHER STUDIES INTO SHARED LEADERSHIP
Solansky (2008) found that teams with shared leadership have motivational and cognitive advantages.
Hoch et al. (2010) argued that both age diversity and coordination moderated the impact of shared
leadership on team performance. Erkutlu (2012) found that the relationship of shared leadership with
team proactivity is stronger in organizations with higher level of supportive culture. Zhang et al.
(2012) found that formal leaders and team shared vision jointly promote or inhibit informal leader
emergence and thereby impact individual performance and team effectiveness.
There are quite some different methods for measuring shared leadership. Several researchers have
presented models that discuss the theoretical relationship between individual and team-level
constructs (House et al., 1995; Rousseau, 1985). Group composition research for instance, requires
individual differences to somehow emerge to form team±level constructs that in turn relate to team
performance (Kozlowski & Klein, 2000). One form of emergence occurs when individual