Individual and organisational leadership: the shared approach

Abstract

Purpose - this paper focuses on reducing the margin for leadership error in meeting strategic aims by forming a more robust approach to developing a broader and more reliable set of leadership skills to provide a greater likelihood of strategic alignment between corporate and individual need, increasing both of their respective shelve lives. Design and Methodology - underpinned by empirical studies as well as conceptual argument, a new and original model of shared leadership is formed from six previous publications by the same authors as well as selected leadership literature reviews resulting in interesting and novel propositions. Findings – the examination presented shows that these skills, therefore, need to be embedded in every day practice and shared at every strategic level in order to provide necessary strength and yet be flexible enough to adapt to survive in differing environments. These push the modern leader into developing softer skills to really get to know themselves and their company in a more holistic manner with the purpose of increasing the long range planning and survival of both. Originality and Value - the resulting original model demonstrates the value of leadership through collaboration which requires a different approach from developing self to acquiring and sharing critical organisational information for more informed decision making through a deliberative inquiry approach, before aligning all effort towards the organisational vision.