A dynamic, two-way, individual-level, process-oriented framework for emergent leadership: modeling lateral influence in teams

Abstract

Purpose

Emergent leadership is a relatively new phenomenon, suggesting that leaders emerge from within teams without having a formal leadership assigned role. While emergent leadership has much relevance in today's organizations transitioning from vertical to horizontal leadership, there is a paucity of research about the process of emergent leadership that enables team members to become influential within teams.

Design/methodology/approach

Using purposive sampling, we interview 40 individuals in nine agile teams working in five Information Technology firms.

Findings

We identify various traits, experiences, behaviors, skills, and abilities of emergent leaders. Broadly, we conclude that an emergent leader serves as a “detail-oriented structure” or a “big picture coordinator.” Based on the findings, we propose a leadership emergence process that details how team members gain status and emerge as leaders, as well as the factors that can cause them to lose that status and return to becoming a regular team member. Furthermore, we introduce a model that demonstrates how technical expertise and personality traits interact, influencing team dynamics and facilitating the emergence of leaders within a team.

Originality/value

We contribute to the literature on emergent leadership by conceptualizing lateral influence and a leadership emergence process. We also extend the agile leadership literature and address some calls for empirical studies to understand the leadership dynamics in agile teams. We also show some limitations of the existing approaches and offer some useful insights.

Citation

Tabassum, M., Raziq, M.M., Sarwar, N., Wahaj, Z. and Ikramullah, M. (2024), "A dynamic, two-way, individual-level, process-oriented framework for emergent leadership: modeling lateral influence in teams", Business Process Management Journal, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/BPMJ-04-2024-0229