Exploring the antecedents of shared leadership in event organisations

ABSON, Emma and SCHOFIELD, Peter (2022). Exploring the antecedents of shared leadership in event organisations. Journal of Hospitality and Tourism Management, 52, 439-451.

[img] PDF (Title page)
Abson-ExploringAntecedentsShared(AM-Title page).pdf - Accepted Version
Restricted to Repository staff only until 24 August 2023.
Creative Commons Attribution Non-commercial No Derivatives.

Download (125kB)
[img] PDF (Main text)
Abson-ExploringAntecedentsShared(AM).pdf - Accepted Version
Restricted to Repository staff only until 24 August 2023.
Creative Commons Attribution Non-commercial No Derivatives.

Download (401kB)
[img] PDF (Appendices)
Abson-ExploringAntecedentsShared(AM-appendices).pdf - Accepted Version
Restricted to Repository staff only until 24 August 2023.
Creative Commons Attribution Non-commercial No Derivatives.

Download (202kB)
[img] PDF (Tables)
Abson-ExploringAntecedentsShared(AM-tables).pdf - Accepted Version
Restricted to Repository staff only until 24 August 2023.
Creative Commons Attribution Non-commercial No Derivatives.

Download (171kB)
[img] PDF (Figures)
Abson-ExploringAntecedentsShared(AM-Figures).pdf - Accepted Version
Restricted to Repository staff only until 24 August 2023.
Creative Commons Attribution Non-commercial No Derivatives.

Download (114kB)
Official URL: https://www.sciencedirect.com/science/article/pii/...
Link to published version:: https://doi.org/10.1016/j.jhtm.2022.08.003
Related URLs:

    Abstract

    This research explores the antecedents of sharing leadership throughout an event management organisation. Previous research into shared leadership has been shown to improve team performance and effectiveness in organisations with team-based structures, involved in knowledge work and operating within high pressured environments. We propose therefore that shared leadership offers a useful solution to the problems presented by the rapidly changing and challenging event industry environment. However, little is known about how shared leadership happens within project multi-teams and research into the antecedents of shared leadership is still in its infancy. To enrich the current understanding, we employed exploratory qualitative research involving three case study organisations. Our findings were drawn from 34 in-depth interviews and 33 h of observation with participants from all layers of the management hierarchy and employees from across experiential event management agencies. We identified the antecedents of shared leadership at all levels of management: at the leadership team level, organisational leaders must communicate a clear vision, and act with transparency whilst empowering staff to enact leadership. At the project multi-team level, team members must be willing to collaborate with, and recognise the expertise of other team members and, at an individual level, employees must interact with empathy and good communication. Our findings illuminate how the sharing of leadership relies on multi-level interactions in which management, teams and individuals participate. Based on the findings, the implications for both theory and management practice are discussed and, given the exploratory, qualitative, nature of the study, future research directions are recommended.

    Item Type: Article
    Uncontrolled Keywords: 1504 Commercial Services; 1506 Tourism
    Identification Number: https://doi.org/10.1016/j.jhtm.2022.08.003
    Page Range: 439-451
    SWORD Depositor: Symplectic Elements
    Depositing User: Symplectic Elements
    Date Deposited: 02 Sep 2022 10:20
    Last Modified: 05 Sep 2022 16:27
    URI: http://shura.shu.ac.uk/id/eprint/30655

    Actions (login required)

    View Item View Item

    Downloads

    Downloads per month over past year

    View more statistics