You, Self-Leadership and Shared-Leadership
Self-Leadership is only one aspect of leadership ability. Another aspect is a concept called shared-leadership. The idea behind shared leadership is that, instead of an hierarchical organization of leadership, there is a constant rotation of leaders depending on the subject matter at hand.
In a journal article titled “Is Shared Leadership the Key to Team Success?,” the authors, Craig L. Pearce, Charles C. Manz, and Henry P. Sims Jr., define shared leadership as “a dynamic, unfolding, interactive interactive influence process among individuals, where the objective is to lead one another toward the achievement of collective goals.” This definition, when examined, is one which builds off of the idea of self-leadership. This is because it involves working effectively with one another in a way which will be productive in generating a final result.
Later in the article, the authors go on to say “…the purpose of the cross-functional team is to bring a very diverse set of functional expertise and experience together.” This again relates to self-leadership because it demonstrates the understanding that in shared leadership, you are working with others who do not have the same background as you and so you present different opportunities for a group. Self-Leadership is an important aspect of this element of shared leadership, because if you cannot respect and cultivate the values and abilities of those in your team, the shared leadership experience will not be a successful one.
It is important to look at types of examples beyond self-leadership, such as share-leadership, to show that self-leadership is not an end all be all, but rather that it is a necessary foundation upon which other skills and techniques can be built to further progress one’s leadership abilities. Examining self-leadership farther than simply it’s basic components allows one to place the significance or relevance of the basic skills.