who can collectively perform them. Some leadership functions (e.g. making important decisions) may
be shared by several members of a group, some leadership functions may be allocated to individual
members, and a particular leadership function may be performed by different people at different times.
The leadership actions of any individual leader are much less important than the collective leadership
provided by members of thHRUJDQL]DWLRQ ́(pp. 292-293). Another definition of shared leadership was
WKDW LW ³is a dynamic, interactive influence process among individuals in groups for which the
objective is to lead one another to the achievement of group or organizational goals or both. This
influence process often involves peer, or lateral, influence and at other times involves upward or
downward hierarchical influence ́ (Pearce & Conger, 2003b, p.1). Table 1.2 provides a summary of
the development of definitions and understanding of leadership over time.
TABLE 1-2: SUMMARY OF EVOLVEMENT OF THINKING AROUND LEADERSHIP
As highlighted in the first (i.e. left) column in Table 1.2, academic understanding of leadership has
increased in terms of complexity and sophistication, progressing from the most basic (least inclusive
and complex) to the most advanced thinking on leadership today (greatest sophistication, complexity
and inclusiveness). The second column shows the corresponding changes in definitions of leadership,
progressing from exclusively position-based authority (most basic) to an influence process that may
include ³LQGHSHQGHQW ́roles (mid-level complexity) to a shared property of a social system that