level. SuborGLQDWH¶ MRE VDWLVIDFWLRQ LV RQH RI WKH PRVW ZLGHO\ used effectiveness measures in
leadership research. A different impact of VWUDWHJLFDQGVXSHUYLVRU\OHDGHUVKLSRQVXERUGLQDWH¶MRE
satisfaction would once again support the argument that these are two distinct concepts. Even more, a
differential impact on VXERUGLQDWH¶MREVDWLVIDFWLRQDFURVVRUJDQL]DWLRQDOOHYHOVZRXOGEHDQLQGLFDWLRQ
of the relative relevance of strategic and supervisory leadership for different organizational levels.
IV. To what extent does shared strategic leadership predict team effectiveness?
Strategic leadership is aimed at the interaction of the organization with its environment, hence the
effectiveness measure cannot be captured merely by the internally oriented effectiveness measure of
subRUGLQDWH¶ MRE VDWLVIDFWLRQ Strategic leadership does not only surpass supervisory leadership in
terms of levels of analysis (having an impact on team effectiveness), but potentially also in terms of
unit of analysis. Within teams, there are two potential sources of leadership which are defined by
³ZKR ́Hngages in leadership. The first source, the formal team leader, fits the tripod ontology and has
received considerable attention and support in the literature. Leadership performed by the formal team
leader has also been labeled vertical leadership, due to the hierarchical relationship between the team
leader and the team members. The second source, the team, has been the focus of an emerging stream
of research that views the team as a potential source of leadership, also labeled as shared leadership.
The leadership literature only recently took this alternative source of leadership seriously. Given the
complexity of organizational environments and the burden on single leaders, this notion of shared
strategic leadership requires further exploration.
RESEARCH CONTRIBUTIONS
This dissertation contributed to the leadership literature by means of:
I. Reinventing the strategic leadership concept
Developing a solid conceptualization of strategic leadership (i.e. a model composed of four
quadrants along two paradoxical axes, organization-environment and exploration-
exploitation).
Developing a stable measurement for strategic leadership behavior.
Demonstrating that strategic leadership and supervisory leadership are distinct concepts.
II. Providing evidence for the manifestation of supervisory and strategic leadership
behavior across organizational levels.
Demonstrating that supervisory leadership was displayed at all organizational levels.