Hostname: page-component-78c5997874-j824f Total loading time: 0 Render date: 2024-11-10T08:08:10.048Z Has data issue: false hasContentIssue false
  • English
  • Français

Getting to “We”: Collective Leadership Development

Published online by Cambridge University Press:  07 January 2015

Kristin L. Cullen ,
Charles J. Palus ,
Donna Chrobot-Mason  and
Craig Appaneal
Kristin L. Cullen*
Affiliation:
Center for Creative Leadership
Charles J. Palus
Affiliation:
Center for Creative Leadership
Donna Chrobot-Mason
Affiliation:
University of Cincinnati
Craig Appaneal
Affiliation:
Center for Creative Leadership
*
E-mail: cullenk@ccl.org, Address: Center for Creative Leadership, One Leadership Place, Greensboro, NC 27410
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 5 , Issue 4 , December 2012 , pp. 428 - 432
Copyright
Copyright © Society for Industrial and Organizational Psychology 2012 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

Footnotes

We gratefully acknowledge the work of our colleagues at the Center for Creative Leadership in the Leadership Across Differences Research Group, the Boundary Spanning Leadership Community, and the Organizational Leadership Practice. Special thanks to Bill Drath, Cindy McCauley, John McGuire, Chris Ernst, Ellen Van Velsor, Marian Ruderman, Kelly Hannum, Bill Pasmore, and Jennifer Martineau.

References

Chrobot-Mason, D., Ernst, C., & Ferguson, J. (2012). Boundary spanning as a battle rhythm. Greensboro, NC: Center for Creative Leadership. Google Scholar
Chrobot-Mason, D., Ruderman, M. R., Weber, T., & Ernst, C. (2009). The challenge of leading on unstable ground: Triggers that activate social identity faultlines. Human Relations, 62, 1763–1794. 10.1177/0018726709346376Google Scholar
Drath, W. H., McCauley, C. D., Palus, C. J., Van Velsor, E., O’Connor, P. M. G., & McGuire, J. B. (2008). Direction, alignment, commitment: Toward a more integrative ontology of leadership. The Leadership Quarterly, 19, 635–653. 10.1016/j.leaqua.2008.09.003Google Scholar
Drath, W. H., Palus, C. J., McGuire, J. B., (2010). Developing interdependent leadership. In Van Velsor, E., McCauley, C. D., & Ruderman, M. N. (Eds.), The center for creative leadership handbook of leadership development (pp. 405–428). San Francisco, CA: Jossey-Bass. Google Scholar
Ernst, C., & Chrobot-Mason, D.(2010). Boundary spanning leadership: Six practices for solving problems, driving innovation, and transforming organizations. New York, NY: McGraw-Hill Professional. Google Scholar
Fiol, C. M., Pratt, M. G., & O’Connor, E. J. (2009). Managing intractable identity conflicts. Academy of Management Review, 34, 32–55. Google Scholar
Hogg, M. A., Van Knippenberg, D., & Rast, D. E. (2012). Intergroup leadership in organizations: Leading across group and organizational boundaries. Academy of Management Review, 37, 232–255. 10.5465/amr.2010.0221Google Scholar
Hughes, R. L., Palus, C. J., Ernst, C., Houston, G. G. & McGuire, J. B. (2011). Boundary spanning across leadership cultures: A leadership strategy for the comprehensive approach (Chapter 8). In Neal, D. J., & Wells, L. II, (Eds.) Capability development in support of comprehensive approaches: Transforming international civil-military interactions. Washington DC: Center for Technology and National Security Policy, Institute for National Strategic Studies, National Defense University. Google Scholar
McGuire, J. B., & Palus, C. J. (in press). Case: Toward Interdependent Leadership Culture: Transformation in KONE Americas. In. Warrick, D., Mueller, J. (Eds). Lessons in Changing Culture, RossiSmith Academic Publishing. Google Scholar
McGuire, J. B., & Rhodes, G. (2009). Transforming your leadership culture. San Francisco, CA: Jossey-Bass. Google Scholar
Palus, C. J., McGuire, J. B., & Ernst, C. (2011). Developing interdependent leadership. In Snook, S., Nohria, N., & Khurana, R. (Eds.), The handbook for teaching leadership (pp. 467–492). Thousand Oaks, CA: Sage Publications with Harvard Business School. Google Scholar
Yammarino, F. J., Salas, E., Serban, A., Shirreffs, K., & Shuffler, M. L. (2012). Collectivistic leadership approaches: Putting the “we” in leadership science and practice. Industrial and Organizational Psychology: Perspectives on Science and Practice, 5, 382–402. 10.1111/j.1754-9434.2012.01467.xGoogle Scholar