Guide · Theory
In briefThe theory behind shared leadership understands leadership as a shared, reciprocal influence process within a team. It sets itself apart from person-centred leadership theories and was shaped above all by Pearce and Conger (2003) and subsequent empirical work.
The theoretical core
Classic leadership theories ask: what makes a good leader? Shared leadership asks differently: how does leadership arise in the interplay of a team? Here leadership is understood as a reciprocal influence process not tied to a position but distributed and dynamic between members.
Distinction from classic theories
- Trait theories seek the “born” leader – shared leadership does not.
- Behavioural and contingency theories ask about the right style of one person – shared leadership about the interplay of several.
- Transformational leadership stays person-centred – shared leadership distributes the leadership role.
What follows for practice
If leadership is a process in the team, it can be shaped – through roles, rules and conditions. That’s exactly where practice starts: not with selecting the one right person, but with building sustainable structures. How that looks concretely is shown in Introducing shared leadership.
Aus meiner Praxis
The theory sounds abstract but has a very practical consequence: it takes the pressure off the idea of the one heroic leader – and directs the gaze to what really carries: clear collaboration.
Frequently asked questions
Who developed shared-leadership theory?
The modern field was substantially shaped by Pearce and Conger (2003) and subsequent empirical research.
Is shared leadership a recognised theory?
Yes, it is an established and well-researched concept in leadership studies.
Sources & further reading
- Pearce, C. L. & Conger, J. A. (2003): Shared Leadership. Reframing the Hows and Whys of Leadership. Sage.
- Carson, J. B., Tesluk, P. E. & Marrone, J. A. (2007): Shared Leadership in Teams. Academy of Management Journal, 50(5), 1217–1234.
- Wang, D., Waldman, D. A. & Zhang, Z. (2014): A meta-analysis of shared leadership and team effectiveness. Journal of Applied Psychology, 99(2), 181–198.
How this article was written
This article is based on my own experience as a leader in a job-sharing model and 15 years of leading in banking, as well as the established research on shared leadership (see sources). Where I speak from practice, it is marked as such.
Amrit Rescheneder
Amrit Rescheneder helps organisations and leadership tandems build shared leadership that works. She led in a job-sharing model herself for years – after 15 years of leadership responsibility in banking. She knows shared leadership from practice, not from textbooks.
Updated: 25 July 2026