Please use this identifier to cite or link to this item: http://hdl.handle.net/1959.13/935675
- Title
- Exploring the implications of vertical and shared leadership for team effectiveness in retail shops in Hong Kong
- Author/Creator
-
Chen, Sui-Yi
- Institution
- University of Newcastle. Faculty of Business & Law, Newcastle Business School
- Description
- Professional Doctorate - Doctor of Business Administration (DBA)
- Description
- Leadership has long been an area of concern in society. Most past studies have focused on appointed leaders and their relationships with their subordinates. This traditional form of leadership by assigned leaders is known as vertical leadership. However, in the past decade, a few scholars (Perry et al., 1999, Pearce and Conger, 2003b, Mehra et al., 2006, Carson et al., 2007) have queried the paradigm and suggested that leadership can also be an activity that is shared among team members. This shared form of leadership is named shared leadership. A few studies in the United States (Pearce and Sims, 2002, Pearce et al., 2004, Ensley et al., 2006) have shown empirically that shared leadership is an important predictor of team effectiveness, more important than vertical leadership. There have not been any studies to explore whether this is also the case in Asian cities like Hong Kong. Therefore, the purpose of this study was to investigate the impact of traditional vertical leadership and the emerging shared leadership on team effectiveness in retail shops in Hong Kong. It used a positivism approach and quantitative research method to study 43 retail shops of a company in Hong Kong. The results align with overseas studies that both vertical and shared leadership are related significantly to team effectiveness. However, contrary to the findings of the earlier studies, vertical leadership appears to have a greater impact than shared leadership. This research has made a new contribution to the field by extending the study of shared leadership to the Hong Kong retail shop context. In addition, the finding that vertical leadership is more important than shared leadership suggests a new perspective for researchers to understand the adoption of shared leadership in a different contextual situation. The findings also support the retail shop management team to design its management approach and behaviors better for shop effectiveness. Of course, appropriate training and development programs can be designed to fit these purposes.
- Date
- 2012
- Keyword(s)
-
leadership;
retail management;
shared leadership
- Resource Type
- thesis
- Rights
- Copyright 2012 Sui-Yi Chen
- Identifier
- http://hdl.handle.net/1959.13/935675
- Language
- eng
-
-
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