Indirect leadership: a quantitative test of a qualitatively developed model

Abstract

Purpose

The purpose of this paper is to explore the applicability of a previously developed model of indirect leadership (qualitative Grounded Theory case study) in a broader military context.

Design/methodology/approach

The model was operationalised to specific questionnaires for high‐level managers, middle‐level managers, and lower‐level employees. Data were obtained from 147 Norwegian and 134 Swedish military officers, representing all three levels, and serving in the Army and Air Force respectively.

Findings

The theoretical model of indirect leadership was partly supported. Higher importance was attributed to image‐oriented top‐down influence, rather than to action‐oriented influence via directly subordinate commanders, which may be understood using developmental, transformational, and authentic leadership formulations. Meaningful patterns of subgroup differences were obtained.

Research limitations/implications

Indirect leadership is complex and bottom‐up influences were not taken into account, not all aspects of the top‐down influence process were covered, only military contexts were studied, and no meaningful analysis of possible gender‐related differences was possible in this male‐dominated context.

Practical implications

The obtained support of the theoretical model legitimises its use as a tool in higher military management education and coaching.

Originality/value

The measurement tools of indirect leadership and the quantitatively based support of a Grounded Theory model with a how‐focus on indirect leadership.

Citation

Larsson, G., Sjöberg, M., Nilsson, S., Alvinius, A. and Bakken, B. (2007), "Indirect leadership: a quantitative test of a qualitatively developed model", Leadership & Organization Development Journal, Vol. 28 No. 8, pp. 771-784. https://doi.org/10.1108/01437730710835489