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The Investment of Shared Leadership

The Investment of Shared Leadership

The investment of shared leadership and its perceived impact on an organisation’s bottom line is the subject of research released today by Wheeler Campbell Consulting, an integrated recruitment and executive leasing firm.

Leadership is currently one of the most topical issues in business, yet there is no widely accepted definition, no common consensus on how best to develop leadership, and remarkably little evidence of the impact of leadership development on organisational performance and productivity.

Many people continue to leave organisations with their skills and talents untapped. In a tight labour market, managers need to grow in their understanding of shared leadership and its correlation between staff retention and continued profitability.

From a New Zealand perspective, an emphasis on shared leadership as a form of capital represents a significant shift in thinking. Managers need to recognise shared leadership can be a tool to engage and retain existing employees.

Although shared leadership can be difficult to define, it is clear that management’s role is changing. No longer are traditional management tools of control and consistency sufficient. Managers are now expected to act as facilitators, elicit suggestions, devolve decision-making power, and motivate employees.

Research shows a strong correlation between organisations that have strong leadership, deliver on promises, and celebrate success and those who build on the knowledge, skills, and abilities of employees through shared leadership.

It can be argued that an organisation should invest in its leaders in the same way it would its financial or physical capital.

Wheeler Campbell Consultant, Craig Bowness, completed the research as part of his Masters in Management through Massey University.

“The research included surveying how our clients and candidates view leadership in their current organisation. It gives a general view of the current perceptions of leadership among respondents and provides insight into perceptions of their managers and organisations,” says Bowness.

“It is important that we continue to add value to our clients outside our core services and this research provides excellent information on the state of leadership in New Zealand business,” said Wheeler Campbell Director, Bruce Henry.

While this research does not claim to be the definitive guide to the impact of shared leadership within an organisation, it does provide significant findings.

© 2006 Craig Bowness and Wheeler Campbell Consulting

ENDS

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