This study looks at the relationship between shared leadership behaviors model by the shifting role perspective of the leadership - followership state paradigm and superior organizational performance. The working premise was organizations that achieve superior performance feature a workforce rich in employees who practice shared leadership and voluntarily shift roles on a temporary basis, from leader to follower or follower to leader, to maintain the group's maximum effectiveness. The study used an online survey to collect information regarding the shared leadership and shifting role behaviors of adult volunteers for a major youth serving organization. The principle conclusions of the study were (a) the study confirmed mature theories regarding the direct value of group social effects, shared leadership behavior, organizational culture, and high performance teamwork on superior organizational performance; (b) the study confirmed the frequent practice of shifting role behaviors among adult volunteers; and (c) the study failed to establish that shifting role behavior was the singular most important construct for group members in organizations that desired to achieve superior organizational performance.
|Advisers||Terry M. Walker; Laura Hutt|
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