Shared Leadership: Achieving Better Results through Distribution?

Introduction

The current leadership culture is undergoing a profound transformation, marked by a shift from hierarchical to collaborative leadership models. Shared Leadership is a concept that reflects this development. It involves the distribution of leadership responsibility within a team, so that not only one individual but several people, or even the entire team, assume leadership tasks. This approach not only has philosophical and psychological dimensions but also significantly impacts self- and leadership management. In an increasingly digital and dynamic work environment, Shared Leadership is gaining importance and is seen as a crucial success factor for leaders.

The Article as a RethinkAudio – Listen. Reflect. Analyze. Advance.

Shared Leadership from a Philosophical Perspective

The philosophical consideration of Shared Leadership begins with the question of the nature of leadership itself. Traditionally, leadership was understood as a task reserved for a selected individual—someone who, due to special skills and attributes, is given the power and responsibility to lead others. This view is rooted in the philosophy of Platonism, where the idea of the philosopher-king represents the ideal leader. This perspective assumes that leadership is an inherent ability that is reserved for a select few.

Shared Leadership, on the other hand, fundamentally challenges this assumption. It is based on the idea that leadership should not be confined to one person, but that leadership tasks can be taken on by different people within a team, depending on their individual strengths and the demands of the situation. Here, a connection to the philosophy of Pragmatism is revealed, particularly to the theories of John Dewey, who argued that knowledge and skills emerge over time through experience and collective efforts. This philosophical foundation supports the notion that leadership is a dynamic, collective activity, defined not by rigid hierarchies, but by cooperation and adaptation to changing circumstances.

On this basis, Shared Leadership can be seen as a form of ethical leadership, grounded in the principles of justice, participation, and collective responsibility. The idea that every individual in a team has the opportunity to assume leadership responsibility reflects the notion of communal well-being, as expressed, for example, in the ethics of Utilitarianism by Jeremy Bentham and John Stuart Mill. It is about creating the greatest good for the largest collective by decentralising leadership and distributing it evenly.

Shared Leadership from a Psychological Perspective

From a psychological perspective, Shared Leadership is closely linked to the theory of self-determination and intrinsic motivation. The Self-Determination Theory by Deci and Ryan emphasises the importance of autonomy, competence, and social connectedness as key factors for motivation. In a Shared Leadership model, the autonomy of team members is strengthened as they gain more responsibility and decision-making authority. This leads to an increase in intrinsic motivation, as individuals have the opportunity to fully utilise their skills and actively engage in the leadership process.

Another important psychological aspect is the Social Identity Theory, developed by Henri Tajfel and John Turner. This theory states that people derive part of their identity from their belonging to groups. In a Shared Leadership context, team members identify more strongly with their team, as they are not just passive members but active decision-makers. This stronger identification can increase team cohesion and improve the overall performance of the team. Psychological safety, a concept coined by Amy Edmondson, also plays a crucial role in this context. Shared Leadership promotes an environment where team members feel safe to take risks and openly express their opinions without fear of negative consequences. This safety is a key factor in fostering innovation and creativity within the team.

Relevance for the Self-Management of Leaders

Shared Leadership requires a high level of self-management from leaders. A leader who operates within a Shared Leadership model must be able to clearly define their own tasks and responsibilities while also being able to delegate leadership responsibilities to others. This requires not only deep trust in one’s own abilities but also in the abilities of the team members. The leader must free themselves from the notion that they must make all the decisions and solve all the problems on their own. This demands a high degree of self-reflection and emotional intelligence.

Another essential aspect of self-management in the context of Shared Leadership is the ability to establish and maintain clear communication structures. This includes the ability to give and receive feedback without undermining authority or impairing the autonomy of the team members. It requires a high level of emotional stability and maturity, as tensions and conflicts are inevitable in a Shared Leadership model, when multiple people share leadership responsibility.

At the same time, the leader must be able to recognise and respect their own limits. Shared Leadership does not mean that leaders no longer bear responsibility, but rather that they share it. This requires a strong understanding of one’s role within the team and the ability to delegate tasks without losing control of the bigger picture.

Impact on Leadership Management

In leadership management, Shared Leadership changes the way teams are organised and led. Instead of a single leader setting the direction, responsibility is distributed among several individuals. This requires that the leader is able to create an environment that fosters trust, openness, and collaboration. Trust is central to a Shared Leadership model, as the leader must trust that the team members are capable of handling their leadership tasks independently.

The leader must also possess excellent facilitation skills to coordinate the different perspectives and opinions within the team and ensure that all team members are heard and included. This requires high social intelligence and the ability to actively listen as well as provide constructive feedback.

Another key aspect is the promotion of self-responsibility and self-organisation within the team. The leader must be able to set clear goals and frameworks within which the team can operate freely. This requires a high degree of clarity and transparency in communication, as well as the ability to motivate the team to align themselves independently with these goals.

The Importance of Shared Leadership in the Future

In an increasingly complex and digitalised working world, Shared Leadership will play an ever-greater role. Traditional hierarchical leadership is reaching its limits, as the challenges faced by leaders and teams are becoming more dynamic and diverse. In such an environment, Shared Leadership proves to be particularly advantageous, as it utilises the collective intelligence of the team, enabling more flexible and innovative solutions.

The ongoing digitalisation and the rise of virtual teams require new leadership models based on trust, collaboration, and decentralisation. Shared Leadership is a model that meets these demands, as it enables teams to work together effectively, even in virtual environments. The digital transformation also brings a stronger focus on agile working methods, which are based on self-organisation and responsibility—principles closely linked to the concept of Shared Leadership.

For leaders, this means that they must redefine their role. They need to be able to adapt flexibly to changing circumstances and delegate leadership responsibility to their teams. This requires a high willingness to learn and the ability to engage in continuous self-reflection. The future of leadership will be less defined by hierarchical power structures and more by the ability to foster cooperation and trust while leveraging the collective strengths of the team.

Conclusion

Shared Leadership is a concept deeply rooted in philosophical and psychological theories, with the potential to fundamentally change the way leadership is practised in organisations. For leaders, this means not only developing their own leadership skills but also acquiring the ability to delegate leadership responsibility and empower their teams. In a rapidly changing and increasingly digitalised working world, Shared Leadership will become a key success factor, as it strengthens the collective intelligence and responsibility of teams, allowing leaders to focus on the strategic direction and long-term growth of their organisations.