Sharing Leadership in the Context of Socioeconomic Diversity: Combining Shared Leadership and Socioeconomic Diversity for the Greater Good

Rebekah Dibble and Carlos S. Baradello
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Rebekah Dibble: University of San Francisco, California, U.S.A.
Carlos S. Baradello: Hult International Business School, Massachusetts, U.S.A.

American Business Review, 2025, vol. 28, issue 2, 672-699

Abstract: Shared leadership involves a collective effort where multiple identities, perspectives, skills, and experiences are incorporated into relational and decision-making processes. As such, we argue that diversity is a critical consideration in the presence of shared leadership. Specifically, we argue that socioeconomic diversity is an important consideration when engaging in collective forms of leadership; nevertheless, organizational research has yet to adequately understand shared leadership in this context. We identify this as a critical gap and draw upon qualitative data in our study of a large non-profit organization in Latin America to extend and develop theory on shared leadership in the context of socioeconomic diversity. We examine antecedents to shared leadership, ways in which leadership is shared, outcomes of shared leadership, and mechanisms by which these outcomes are achieved in the context of socioeconomic diversity. We conclude with directions for future research and implications of shared leadership when team members have disparate socioeconomic identities and backgrounds.

Keywords: Shared Leadership; Leadership; Diversity; Socioeconomic Diversity; Latin America (search for similar items in EconPapers)
JEL-codes: A14 M14 Z13 (search for similar items in EconPapers)
Date: 2025
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Persistent link: https://EconPapers.repec.org/RePEc:ris:ambsrv:021866

DOI: 10.37625/abr.28.2.672-699

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