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.
Hoch, J. E., & Dulebohn, J. H. (2013). Shared leadership in enterprise teams: An investigation of antecedents and consequences. Journal of Organizational Behavior, 34(3), 388–410.
Seibert, S. E., Wang, G., & Courtright, S. H. (2011). Antecedents and consequences of psychological and team empowerment: A meta-analytic review. Journal of Applied Psychology, 96(5), 981–1003.
Lee, A., Willis, S., & Tian, A. W. (2018). Empowering leadership: A meta-analytic examination of incremental contribution, mediation, and moderation. Journal of Organizational Behavior, 39(3), 306–325.
Lorinkova, N. M., Pearsall, M. J., & Sims, H. P. (2013). Examining the differential longitudinal performance of directive versus empowering leadership in teams. Academy of Management Journal, 56(2), 573–596.
Pearce, C. L., & Conger, J. A. (Eds.). (2003). Shared Leadership: Reframing the Hows and Whys of Leadership. Sage.
Edmondson, A. C. (2018). The Fearless Organization. Wiley.
Appelo, J. (2016). Managing for Happiness (delegeringsinspiration). Wiley.
Ryan, R. M., & Deci, E. L. (2017). Self-Determination Theory. Guilford.

Note
Dette tema og værktøjer er udviklet til praksis af Forandringsværket med afsæt i empiri, erfaringer, forskning og med inspiration fra ovenstående kilder og videreudviklet til praksis. Temaet er desuden udviklet på baggrund af en syntese af forskning i delt lederskab, empowerment og psykologisk tryghed. Egne illustrationer, baseret på: D’Innocenzo et al. (2016), Seibert et al. (2011), Edmondson (2018), Appelo (2016).

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