Article: DRMJ vol14 no01 2025 (Clanek 5)
Publication:
DOI:
doi:10.17708/DRMJ.2025.v14n01a05
Author(s):
Excerpt:
This study explores the intersection of shared and servant leadership in fostering innovation by using bibliometric techniques to analyze 434 scholarly publications. Using co‐citation, co‐word and bibliographic coupling analyses, this study identifies research trends, thematic clusters and gaps in the literature. The results show that while shared and servant leadership have a significant impact on the innovation process, their role is still under‐researched and fragmented. This study contributes to leadership theory by highlighting the role of shared leadership in team‐based collaboration and decentralized decision making, while extending the theoretical foundations of servant leadership in terms of ethical leadership, psychological safety and sustainability of innovation. By integrating these models, we contribute to the development of hybrid leadership approaches that promote a trust‐based culture and context‐sensitive strategies for innovation‐driven organizations. Furthermore, we explore how the transition from hierarchical to shared and servant leadership fosters agility, knowledge sharing and innovation, especially in knowledge‐intensive industries that rely on cross‐functional collaboration. Future research should investigate shared and servant leadership in all phases of the innovation process, especially in the later innovation phases, to address role ambiguity and ensure alignment between people‐centered leadership and strategic innovation requirements.
Pages:
79-100