What kind of obstacles would you foresee in taking on a shared leadership approach?

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Learning Goal: I’m working on a management discussion question and need an explanation and answer to help me learn.Replacing Nicholas Dirks as the chancellor of UC Berkeley, Carol T. Christ is taking on a strategy that her predecessors did not utilize: sharing leadership. Notably, the prior chancellor and provost would not consult other decision-makers and stakeholders at the university when they proposed to completely dissolve the College of Chemistry. Christ, on the other hand, met with Frances McGinley the student vice president of academic affairs, reaching out to “get a beat on what [student government] was doing and how [she] could help.” This was unusual as McGinley would often have to track down the other administrators to even get a meeting (or would be merely delegated work). Another such arrangement between Jill Martin and David Barrs at a high school in Essex, England, designates special interest areas where each takes the lead, they both share an educational philosophy, meet daily, have the authority to make decisions on the spot, and challenge one another. As Declan Fitzsimons suggests in a Harvard Business Review article, the 21st century moves too quickly and is too dynamic to be handled by one person. By sharing leadership among multiple individuals, the organization can more adaptively respond to challenges, share disparate, but complementary perspectives, and ease the burden experienced by the traditional, charismatic leader figurehead. However, sharing leadership leads to its own issues and obstacles apparent in the multiple relationships between team members, subordinates, and other employees; in which not only do individual identities become involved, but collective, shared identities as a group. It is also important to recognize that shared leadership is not about delegation, but about putting in effort to coordinate and collaborate, along with balancing individual and collective goals.Recent reviews of the research on shared leadership suggest that, overall, shared leadership is effective at improving team performance, attitudes, and behaviors; especially when the leadership is transformational or charismatic and when the team tasks are complex. Sources: J. Bell, P. Cubías, and B. Johnson, “Five Insights From Directors Sharing Power,” Nonprofit Quarterly, March 28, 2017, https://nonprofitquarterly.org/2017/03/28/five-insights-directors-sharing-power/; D. Fitzsimons, “How Shared Leadership Changes our Relationships at Work,” Harvard Business Review, May 12, 2016, https://hbr.org/2016/05/how-shared-leadership-changes-our-relationships-at-work; N. Morrison, “Two Heads are Better Than One: A Model of Shared Leadership,” Forbes, December 21, 2013, https://www.forbes.com/sites/nickmorrison/2013/12/21/two-heads-are-better-than-one-a-model-of-shared-leadership/#d3bfeec540ac; D. Wang, D. A. Waldman, and Z. Zhang, “A Meta-Analysis of Shared Leadership and Team Effectiveness,” Journal of Applied Psychology 99, no. 2 (2014): 181–198; and T. Watanabe and R. Xia, “UC Berkeley’s new Chancellor is Hailed as a ‘Brilliant Choice’,” Los Angeles Times, March 13, 2017, http://www.latimes.com/local/lanow/la-me-ln-uc-berkeley-new-chancellor-20170313-story.html. Stephen P. Robbins (San Diego State University) and Timothy A. Judge (The Ohio State University). Organizational Behavior. (18th Edition). 2019. Pearson Education Inc. ISBN-13: 978-0-13-47293-29.Discussion Topic: If you were deciding whether to implement a shared leadership initiative in a company where you were the CEO, what kind of obstacles would you foresee in taking on a shared leadership approach? How might they (or can they) be solved? (250-300 words)

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