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Tamara L. Friedrich and Mingdong (Pauline) Zhong

The collective leadership framework (Friedrich, Vessey, Schuelke, Ruark, & Mumford, 2009) suggests that a focal leader can collectively enact the leadership role through the selective use of others’ expertise, and this is facilitated by the development of the team’s network, facilitation of effective communication and an exchange of the leadership role with the team (Friedrich, Vessey, Schuelke, Mumford, Yammarino, & Ruark, 2014). In this chapter the authors propose that collective leadership may be particularly useful when teams face problems requiring creativity and innovation, and examine how each of these sets of collective leadership behaviors – network development, communication, and leader–-team exchange, can facilitate innovation.