Emilie M Gibeau
Biographic Data
| ID | 5812552 |
|---|---|
| NAME | Emilie M Gibeau |
| GIVEN NAMES | Emilie M |
| FAMILY NAME | Gibeau |
| SIGNATURE | GIBEAU E M |
| AFFILIATIONS | Royal Military College of Canada |
| ORCID | 0000-0002-2641-1276 |
| VERIFIED | Yes |
| TOTAL WORKS | 2 |
| TOTAL CITATIONS | 11 |
| AUTHOR COUNT | 2 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 2020 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 1 |
From hierarchical to matrix structure: Tensions in negotiating shared leadership configurations
Purpose Despite much attention being devoted to shared leadership, the negotiation of such arrangements remains underexplored. In parallel, the revival of interest in matrix structures reveals their challenges but neglects the dynamics of shared leadership. In this case study, the author analyzes the tensions experienced by senior managers of a healthcare organization transitioning from a hierarchical to matrix structure as they negotiate their l…
Bridging competing demands through co-leadership? Potential and limitations
Collective leadership arrangements in which two people jointly occupy a shared leadership role space are often thought to enable the bridging of competing demands and sources of expertise and legitimacy in pluralistic settings where multiple institutional logics coexist. This research investigates 20 co-leadership dyads in health care organizations to examine whether, when, and how co-leadership arrangements can enable the bridging of institution…
Bridging competing demands through co-leadership? Potential and limitations
Collective leadership arrangements in which two people jointly occupy a shared leadership role space are often thought to enable the bridging of competing demands and sources of expertise and legitimacy in pluralistic settings where multiple institutional logics coexist. This research investigates 20 co-leadership dyads in health care organizations to examine whether, when, and how co-leadership arrangements can enable the bridging of institution…
Bridging competing demands through co-leadership? Potential and limitations
Collective leadership arrangements in which two people jointly occupy a shared leadership role space are often thought to enable the bridging of competing demands and sources of expertise and legitimacy in pluralistic settings where multiple institutional logics coexist. This research investigates 20 co-leadership dyads in health care organizations to examine whether, when, and how co-leadership arrangements can enable the bridging of institution…
From hierarchical to matrix structure: Tensions in negotiating shared leadership configurations
Purpose Despite much attention being devoted to shared leadership, the negotiation of such arrangements remains underexplored. In parallel, the revival of interest in matrix structures reveals their challenges but neglects the dynamics of shared leadership. In this case study, the author analyzes the tensions experienced by senior managers of a healthcare organization transitioning from a hierarchical to matrix structure as they negotiate their l…
Computer Science (2 works) · Management and Organizational Studies (2 works) · Political science (2 works) · Sociology (2 works) · Bridging (networking (1 works) · Business (1 works) · China (1 works) · Collective leadership (1 works) · Healthcare Quality and Management (1 works) · Law (1 works)