Learning distributed leadership: part 1

Abstract

Purpose

To explore the requirements for learning distributed leadership. drawing on cultural historical activity theory (CHAT).

Design/methodology/approach

The background to recent leadership research that distinguishes between leading as a quality of one person, the appointed leader, and leadership as a collective phenomenon, usually referred to as distributed leadership (DL), is provided. Principles for a programme of learning for DL are presented.

Findings

Prominence is given to the mediation of action through social and cultural tools in the production of an object and leadership as influence unfolds in a reciprocal process around the use of tools. As the unit of analysis changes from individual subjects carrying out actions at a micro level to the activity system, leadership occurs through the exertion of influence that occurs not only in reciprocal interdependence required for the performance of work but also through the mediation of tools, rules, the community and division of labour.

Practical implications

A programme of learning for practitioners is developed.

Originality/value

There are few accounts of how DL is experienced and even fewer which explain how DL can be practised.

Citation

Ross, L., Rix, M. and Gold, J. (2005), "Learning distributed leadership: part 1", Industrial and Commercial Training, Vol. 37 No. 3, pp. 130-137. https://doi.org/10.1108/00197850510593737