View in EDS HTML Full Text PDF Full Text

Leaders and followers in transition: building the shared leadership memory bank.

Saved in:
Bibliographic Details
Title: Leaders and followers in transition: building the shared leadership memory bank.
Authors: Pearce, Craig L.1 (AUTHOR) Craig.L.Pearce@gmail.com
Source: Human Resource Development International. Nov2025, Vol. 28 Issue 5, p844-855. 12p.
Subject Terms: *Collective behavior, Shared leadership, Collective memory, Social influence, Teams in the workplace, Transformational leadership, Facilitators (Persons)
Abstract: Shared leadership—a dynamic interactive influence process in teams—has come to the fore in both the practice and the science of teamwork. With that said, very little is known about how the leadership transitions that characterise shared leadership can be facilitated. Here, employing the metaphor of the shared leadership memory bank, I articulate the role of transactive memory in the successful deployment and development of shared leadership. [ABSTRACT FROM AUTHOR]
Copyright of Human Resource Development International is the property of Taylor & Francis Ltd and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Education Research Complete
Full text is not displayed to guests.
FullText Links:
  – Type: pdflink
Text:
  Availability: 1
Header DbId: ehh
DbLabel: Education Research Complete
An: 188805143
AccessLevel: 6
PubType: Academic Journal
PubTypeId: academicJournal
PreciseRelevancyScore: 0
IllustrationInfo
Items – Name: Title
  Label: Title
  Group: Ti
  Data: Leaders and followers in transition: building the shared leadership memory bank.
– Name: Author
  Label: Authors
  Group: Au
  Data: <searchLink fieldCode="AR" term="%22Pearce%2C+Craig+L%2E%22">Pearce, Craig L.</searchLink><relatesTo>1</relatesTo> (AUTHOR)<i> Craig.L.Pearce@gmail.com</i>
– Name: TitleSource
  Label: Source
  Group: Src
  Data: <searchLink fieldCode="JN" term="%22Human+Resource+Development+International%22">Human Resource Development International</searchLink>. Nov2025, Vol. 28 Issue 5, p844-855. 12p.
– Name: Subject
  Label: Subject Terms
  Group: Su
  Data: *<searchLink fieldCode="DE" term="%22Collective+behavior%22">Collective behavior</searchLink><br /><searchLink fieldCode="DE" term="%22Shared+leadership%22">Shared leadership</searchLink><br /><searchLink fieldCode="DE" term="%22Collective+memory%22">Collective memory</searchLink><br /><searchLink fieldCode="DE" term="%22Social+influence%22">Social influence</searchLink><br /><searchLink fieldCode="DE" term="%22Teams+in+the+workplace%22">Teams in the workplace</searchLink><br /><searchLink fieldCode="DE" term="%22Transformational+leadership%22">Transformational leadership</searchLink><br /><searchLink fieldCode="DE" term="%22Facilitators+%28Persons%29%22">Facilitators (Persons)</searchLink>
– Name: Abstract
  Label: Abstract
  Group: Ab
  Data: Shared leadership—a dynamic interactive influence process in teams—has come to the fore in both the practice and the science of teamwork. With that said, very little is known about how the leadership transitions that characterise shared leadership can be facilitated. Here, employing the metaphor of the shared leadership memory bank, I articulate the role of transactive memory in the successful deployment and development of shared leadership. [ABSTRACT FROM AUTHOR]
– Name: AbstractSuppliedCopyright
  Label:
  Group: Ab
  Data: <i>Copyright of Human Resource Development International is the property of Taylor & Francis Ltd and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
PLink https://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=ehh&AN=188805143
RecordInfo BibRecord:
  BibEntity:
    Identifiers:
      – Type: doi
        Value: 10.1080/13678868.2024.2368094
    Languages:
      – Code: eng
        Text: English
    PhysicalDescription:
      Pagination:
        PageCount: 12
        StartPage: 844
    Subjects:
      – SubjectFull: Collective behavior
        Type: general
      – SubjectFull: Shared leadership
        Type: general
      – SubjectFull: Collective memory
        Type: general
      – SubjectFull: Social influence
        Type: general
      – SubjectFull: Teams in the workplace
        Type: general
      – SubjectFull: Transformational leadership
        Type: general
      – SubjectFull: Facilitators (Persons)
        Type: general
    Titles:
      – TitleFull: Leaders and followers in transition: building the shared leadership memory bank.
        Type: main
  BibRelationships:
    HasContributorRelationships:
      – PersonEntity:
          Name:
            NameFull: Pearce, Craig L.
    IsPartOfRelationships:
      – BibEntity:
          Dates:
            – D: 01
              M: 11
              Text: Nov2025
              Type: published
              Y: 2025
          Identifiers:
            – Type: issn-print
              Value: 13678868
          Numbering:
            – Type: volume
              Value: 28
            – Type: issue
              Value: 5
          Titles:
            – TitleFull: Human Resource Development International
              Type: main
ResultId 1