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Racial Differences in Perceptions of Shared Leadership Among IT Managers
Abstract
In the last decade, leadership researchers have demonstrated greater interest in the concept of shared leadership, perhaps due to increasing globalization and changes in organizational cultures. This leadership style, based on inclusivity, may replace traditional structures of hierarchical leadership, or exist as a complement. Despite potential benefits, unspoken power dynamics may prevent shared leadership from being completely inclusive. Guided by three research questions and explored via an online survey, this quasi-experimental study investigated significant racial differences in the levels of overall shared leadership among IT managers of different races, specifically White, Black, Asian, and other. Descriptive statistics and an analysis of variance (ANOVA) were used to examine the responses of 200 LinkedIn IT managers employed within the United States. Findings revealed that shared leadership did not differ across racial lines, and IT managers who engage in shared leadership may maintain their competitive edge in this ultracompetitive field.
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