We have long recognized that leadership is a distinctly social phenomenon. As Yammarino, Salas, Serban, Shirreffs, and Shuffler (2012) pointed out, in studies of leadership our focus has more often than not been on the leader rather than the social context in which leadership occurs. The significance, substantively, of collectivistic approaches to leadership is that they all, in one way or another, attempt to take others into consideration in attempts to account for leader performance (Yammarino et al., 2012). Yammarino and colleagues summarized the main approaches and their consequences for science and practice well. However, in this commentary we would like to highlight a few important points we feel were missed in the discussion of the collective leadership model (Friedrich, Vessey, Schuelke, Ruark, & Mumford, 2009).
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