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In the past few years, the concept of leadership has shifted from the solitary leader to the team as a potential source of leadership. This shift from a single person to a “shared leadership” model requires new concepts and methods to capture the nature and structure of leadership by teams (Yukl, 1998). In this chapter, we argue that a social network approach helps to provide the conceptual framework and methodological tools to support a shared leadership perspective. To articulate this approach, we first outline some of the basic principles of social network analysis. We then discuss the nature of leadership networks, based on the traditional distinction between transactional and transformational leadership. Next, we discuss the distributional properties of these leadership networks, describing and applying the concept of network centralization. Finally, we discuss the implications of a network conception of shared …