[1] Schedlitzki, D., & Edwards, G. (2021). Studying leadership: Traditional and critical approaches. Sage.
[2] Iqbal, N., Anwar, S., & Haider, N. (2015). Effect of leadership style on employee performance. Arabian Journal of Business and Management Review, 5(5), 1-6. doi:10.4172/2223-5833.1000146
[3] Kumar, G., Sharma, D., & Ratnesh, K. (2022) Innovative leadership for efficient management practices. International Journal of Research Publication and Reviews, 3(1), 1361-1365.
[4] Yates, S., & Hartley, J. (2021). Learning to lead with political astuteness. International Public Management Journal, 24(4), 562-583. doi:10.1080/10967494.2021.1894281
[5] Northouse, P. G. (2021). Leadership: Theory and practice. Sage publications.
[6] Sweeney, A., Clarke, N., & Higgs, M. (2019). Shared leadership in commercial organizations: A systematic review of definitions, theoretical frameworks and organizational outcomes. International Journal of Management Reviews, 21(1), 115-136. doi:10.1111/ijmr.12181
[7] Pearce, C. L., Wassenaar, C. L., & Manz, C. C. (2014). Is shared leadership the key to responsible leadership? Academy of Management Perspectives, 28(3), 275-288. doi:10.5465/amp.2014.0017
[8] Bligh, M. C., Pearce, C. L., & Kohles, J. C. (2006). The importance of self-and shared leadership in team-based knowledge work: A meso-level model of leadership dynamics. Journal of Managerial Psychology, 21(4), 296-318. doi:10.1108/02683940610663105
[9] Lyubykh, Z., Gulseren, D., Turner, N., Barling, J., & Seifert, M. (2022). Shared transformational leadership and safety behaviors of employees, leaders, and teams: A multilevel investigation. Journal of Occupational and Organizational Psychology, 95(2), 431-458. doi: 10.1111/joop.12381
[10] Mansouri Moayyed, F., Kordheydari, R., Ghasemian Sahei, A. (2021). The role of knowledge brokers in developing of technical knowledge marketing model for knowledge-intensive business service. Management Research in Iran, 24(2), 35-60. [In Persian]. https://sid.ir/paper/382164/fa
[11] Blake, B. D., Baur, J. E., & Buckley, M. R. (2023). Let’s Get Physical: Physical Activity as a Team Intervention at Work. Group & Organization Management, 48(2), 671-704. doi:10.1177/10596011221101247
[12] Hooker, C. & Csikszentmihalyi, M. (2003). Flow, creativity, and shared leadership. In Pearce, C.L. & Conger, J.A. (Eds). Shared leadership: Reframing the hows and whys of leadership (pp. 217-234). Thousand Oaks, CA: Sage Publications.
[13] Rudrum, M., Houghton, S., & Glasgow, K. (2022). Loneliness and depressive symptoms among Australian female boarding school students. School Psychology International, 43(5), 496-515. doi:10.1177/01430343221107394
[14] Pearce, C. L. (2004). The future of leadership: Combining vertical and shared leadership to transform knowledge work. The Academy of Management Executive, 18(1), 47-57. doi: 10.5465/AME.2004.12690298
[15] Greenberg-Walt, C.L. & Robertson, A.G. (2001). The evolving role of executive leadership. In Bennis, Warren G., Spreitzer, Gretchen M. & Cummings, Thomas G. (eds.). The future of leadership: Today's top leadership thinkers speak to tomorrow's leaders (pp. 139-157). San Francisco: Jossey- Bass.
[16] Wu, Q., Cormican, K., & Chen, G. (2020). A meta-analysis of shared leadership: Antecedents, consequences, and moderators. Journal of Leadership & Organizational Studies, 27(1), 49-64. doi: 10.1177/1548051818820862
[17] Tuominen, T., & Toivonen, M. (2011). Studying innovation and change activities in KIBS through the lens of innovative behaviour. International Journal of Innovation Management, 15(02), 393-422. doi: 10.1142/S1363919611003209
[18] Pearce, C. L., & Manz, C. C. (2005). The new silver bullets of leadership: The importance of self and shared leadership in knowledge work. Organizational Dynamics, 34(2), 130-140. doi:10.1016/j.orgdyn.2005.03.003
[19] Mowlaie, S., Shakeri, R., Yaghoubi, N. (2021). Personal knowledge management influence on innovative culture and performance in knowledge based companies. Management Research in Iran, 22(4), 130-150. [In Persian]. https://sid.ir/paper/370680/fa
[20] Pearce, C. L., & Sims, H. P. (2000). Shared leadership: Toward a multi-level theory of leadership. In Advances in interdisciplinary studies of work teams (pp. 115-139). Emerald Group Publishing Limited.
[21] D’Innocenzo, L., Mathieu, J. E., & Kukenberger, M. R. (2016). A meta-analysis of different forms of shared leadership–team performance relations. Journal of Management, 42(7), 1964-1991. doi: 10.1177/0149206314525205
[22] D'Innocenzo, L., Kukenberger, M., Farro, A. C., & Griffith, J. A. (2021). Shared leadership performance relationship trajectories as a function of team interventions and members' collective personalities. The Leadership Quarterly, 32(5), 463-499. doi:10.1016/j.leaqua.2021.101499
[23] Nicolaides, V. C., LaPort, K. A., Chen, T. R., Tomassetti, A. J., Weis, E. J., Zaccaro, S. J., & Cortina, J. M. (2014). The shared leadership of teams: A meta-analysis of proximal, distal, and moderating relationships. The Leadership Quarterly, 25(5), 923-942. doi:10.1016/j.leaqua.2014.06.006.
[24] Yukl, G. A. (2010). Leadership in organizations (7th ed.). NJ: Prentice Hall.
[25] Kozlowski, S. W., & Klein, K. J. (2000). A multilevel approach to theory and research in organizations: Contextual, temporal, and emergent processes. In K. J. Klein& S. W. J. Kozlowski (Eds.), Multilevel Theory, Research, and Methods in Organizations (pp. 3-90). San Francisco: Jossey- Bass.
[26] Carson, J. B., Tesluk, P. E., & Marrone, J. A. (2007). Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of Management Journal, 50(5), 1217-1234. doi:10.5465/amj.2007.20159921
[27] Pearce, C. L., Wood, B. G., & Wassenaar, C. L. (2018). The future of leadership in public universities: Is Shared Leadership the Answer? Public Administration Review, 78(4), 640-644. doi: 10.1111/puar.12938
[28] Pearce, C. L., Wassenaar, C. L., & Manz, C. C. (2014). Is shared leadership the key to responsible leadership? Academy of Management Perspectives, 28(3), 275-288. doi: 10.5465/amp.2014.0017
[29] Zhou, W. (2016). When does shared leadership matter in entrepreneurial teams: the role of personality composition? International Entrepreneurship and Management Journal, 12(1), 153-169. doi:10.1007/s11365-014-0334-3
[30] Fischer, T., & Sitkin, S. B. (2023). Leadership styles: a comprehensive assessment and way forward. Academy of Management Annals, 17(1), 331-372. doi:10.5465/annals.2020.0340
[31] George, C., Gibson, C. B., & Barbour, J. (2022). Shared leadership across cultures: Do traditionalism and virtuality matter? Journal of International Management, 28(1), 101-128. Doi:10.1016/j.intman.2021.100905
[32] Gu, Q., Liang, B., & Cooke, F. L. (2022). How does shared leadership affect creativity in teams? A multilevel motivational investigation in the Chinese context. The International Journal of Human Resource Management, 33(8), 1641-1669. doi:10.1080/09585192.2020.1783345
[33] Wu, Q., Cormican, K., & Chen, G. (2020). A meta-analysis of shared leadership: Antecedents, consequences, and moderators. Journal of Leadership & Organizational Studies, 27(1), 49-64. doi: 10.1177/1548051818820862
[34] Gu, J., Chen, Z., Huang, Q., Liu, H., & Huang, S. (2018). A multilevel analysis of the relationship between shared leadership and creativity in inter-organizational teams. The Journal of Creative Behavior, 52(2), 109-126. doi: 10.1002/jocb.135
[35] Han, S. J., Lee, Y., Beyerlein, M., & Kolb, J. (2018). Shared leadership in teams: The role of coordination, goal commitment, and knowledge sharing on perceived team performance. Team Performance Management: An International Journal, 24(3/4), 150-168. doi:10.1108/TPM-11-2016-0050
[36] Lee, D. S., Lee, K. C., & Seo, Y. W. (2015). An analysis of shared leadership, diversity, and team creativity in an e-learning environment. Computers in Human Behavior, 42, 47-56. doi:10.1016/j.chb.2013.10.064
[37] Hoch, J. E. (2013). Shared leadership and innovation: The role of vertical leadership and employee integrity. Journal of Business and Psychology, 28(2), 159-174. doi 10.1007/s10869-012-9273-6
[38] Baqerianfar M., Siadat A., & Ibrahimi A. (2016). The role of shared leadership and social empowerment on teamwork skills, Leadership Researches and Educational Management Quarterly, 2(8), 23-49[ In Persian]. doi:10.22054/jrlat.2018.19927.1280
[39] Moslemi, A., & Farshidi, Mahali, A. (2018). The effect of shared leadership on team performance in human resource planning and implementation of human resource management system, Fifth National Conference in Management and Human Science Studies in Iran, 38-48 [ n Persian].
[40] Shirazi, R., & Ghalavandi H. (2018). The relationship between shared leadership and organizational commitment, Ethic in Science and Technology Quarterly, 12(4), 95-102. https://sid.ir/paper/122738/fa
[41] Shakibajamalabad, G., Gholizadeh, M., Akbari, M., Ebrahimpour, M. (2022). Designing and explaining the model of alliance proactiveness in high-tech companies. Management Research in Iran, 26(3), 1-24. [In Persian]. dor: 20.1001.1.2322200.1401.26.3.1.210
[42] Glaser, B. G., & Strauss, A. L. (2017). The discovery of grounded theory: Strategies for quantitative research. Routledge.
[43] Strauss, A., & Corbin, J. (1994). Grounded theory methodology: An overview. In N. K. Denzin, & Y. S. Lincoln (Eds.), Handbook of qualitative research (pp. 273-285). Thousand Oaks, CA: SAGE.
[44] Hoch, J. E., & Dulebohn, J. H. (2017). Team personality composition, emergent leadership and shared leadership in virtual teams: A theoretical framework. Human Resource Management Review, 27(4), 678-693. doi:10.1016/j.hrmr.2016.12.012
[45] Pearce, C. L., & Manz, C. C. (2014). The leadership disease... and its potential cures. Business Horizons, 57(2), 215-224. doi:10.1016/j.bushor.2013.11.005
[46] Kim, T. Y., Hon, A. H., & Lee, D. R. (2010). Proactive personality and employee creativity: The effects of job creativity requirement and supervisor support for creativity. Creativity Research Journal, 22(1), 37-45. doi:10.1080/10400410903579536
[47] Foti, R. J., & Hauenstein, N. (2007). Pattern and variable approaches in leadership emergence and effectiveness. Journal of Applied Psychology, 92(2), 347-355.
[48] Jain, A. K., & Jeppesen, H. J. (2014). Conceptualizing and implementing the distributed leadership practices in Indian organizations. Journal of Management Development, 33(3), 258-278. doi: 10.1108/JMD-12-2012-0154
[49] Hoegl, M., & Muethel, M. (2007). Shared leadership in dispersed innovation teams: Mutual influence and proactive followership. Academy of Management Proceedings, 1, 1-6. doi:10.5465/ambpp.2007.26530412
[50] Houghton, J. D., Pearce, C. L., Manz, C. C., Courtright, S., & Stewart, G. L. (2015). Sharing is caring: Toward a model of proactive caring through shared leadership. Human Resource Management Review, 25(3), 313-327. doi:10.1016/j.hrmr.2014.12.001
[51] Kang, S., & Svensson, P. G. (2019). Shared leadership in sport for development and peace: A conceptual framework of antecedents and outcomes. Sport Management Review, 22(4), 464-476. doi:10.1016/j.smr.2018.06.010
[52] Bergman, J. Z., Rentsch, J. R., Small, E. E., Davenport, S. W., & Bergman, S. M. (2012). The shared leadership process in decision-making teams. The Journal of Social Psychology, 152(1), 17-42. doi:10.1080/00224545.2010.538763
[53] Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698-714. doi: 10.1037//0021-9010.87.4.698
)