Example Of Article Review On The Institutional Affiliation

Article Summary

Article Summary
The article “The Leadership Quarterly” consists of four letters discussing the shared leadership theory. Thus, the theory is described as a dynamic and interactive process of influence among persons in different groups, the main goal of which is to lead one another to the group’s success or organizational aims, or both of them. (Locke, E. A., 2003). The four letters were designed to analyze the theory from different sides. The main point of it is that the goal can be reached not only by the leader performing alone, but also with the help of his/her employees and partners. There were put a couple of successful examples where the theory was implemented, e.g. McDonalds, Microsoft, and Intel. In other words, team work is very important and collective vision can lead to really great results. The shared leadership theory is widely applied in the modern business word.
Nevertheless, the four letters contain much critique of the theory. According to the article, the main strength of the shared leadership theory is that a great variety of ideas create a collective vision of the goal to be reached. This helps a company to be steadily prosperous. On the other hand, the theory has also some weaknesses. For example, people should be strongly motivated to have a wish to be involved in the process of the collective vision. Another problem is a hierarchical leadership: senior leaders have more priorities in comparison to junior ones.
Taking into account the shared leadership theory, I would recommend implementing it. Of course, the company should have the leader, CEO or Director, but he/she should focus not only on his/her own vision, but also pay attention to the collective ideas. Moreover, he/she should motivate his/her employees to work in team. Besides, it is important to closely cooperate with business partners and try to be attentive to details.

Theory Summary

The shared leadership theory was discussed in the article “The Leadership Quarterly” consisting of four letters. According to the article, the definition of the theory is the following: it is an interactive and dynamic influence process among people in different groups aiming at leading to the group’s success or organizational goals, or both of them. There were discussed different sides of the shared leadership theory. The basic idea is that the leader should not perform alone, but also appeal to his/her partners and employees, in other words work in team. The theory was successfully implemented in such companies as, for instance, Microsoft, Intel and McDonalds. It can be said that collective work and vision is important indeed and can lead to the truly good results. Thus, the shared leadership theory is being more and more applied by the modern companies nowadays.
The four letters also give us some critique of the theory. According to the article, implementation of the shared leadership theory gives a wide range of collective ideas that create collective vision of the goal to be reached. In this care, the company has an access to new information and remains prosperous for a long time. But the theory possesses also some weaknesses. For instance, the leader should think how to motivate the people who are involved in the process of the collective vision. One more problem is a hierarchical leadership: senior leaders do not accept the theory and do not implement it in comparison to junior ones.
Summarizing up the shared leadership theory, I would recommend its implementation. Any company has of course its own leader, but he/she should focus not only on his/her own point of view, but also appeal to the collective vision and try to motivate his/her partners and employees to work in team. Moreover, close cooperation with business partners and attention to details lead to success.

References

Craig L. Pearce, Jay A. Conger, Edwin A. Locke (2008). The Leadership Quarterly. Theoretical and Practitioner Letters. Shared Leadership Theory. Retrieved from www.elsevier.com/locate/leaqua
Locke, E. A. (2003). Leadership: Starting at the top. In C. L. Pearce & J.A. Conger (Eds.), Shared leadership: Reframing the hows and whys of leadership (pp. 271-284).