Rethinking distributed leadership: dimensions, antecedents and team effectiveness

Abstract

Purpose

Studies of distributed leadership (DL) are increasing, but are not systematic, often taking a normative position emphasizing the superiority of DL to solo leadership and using the term in an imprecise way. The purpose of this paper is to re-conceptualize DL and develop a systematic framework to identify dimensions of DL and their association with team effectiveness.

Design/methodology/approach

Based on a comprehensive review of existing literature, this paper develops a systematic framework of DL and team effectiveness by deriving eight research propositions.

Findings

Based on two perspectives, role space occupation and dependency of actions, the paper identifies four main dimensions of DL: shared, conjoint, fragmented and dispersed leadership, each of which represents a specific pattern of DL activities. A leader-task-context (LTC) framework is developed to analyze outcomes of DL dimensions in different settings. The eight propositions developed clearly identify where DL can be best applied, how particular configurations of DL affect team performance, and in what situations it is most effective.

Originality/value

This paper has made several contributions. First, the authors address the question of what constitutes DL by conceptualizing its dimensions. Second, the authors extend the DL literature by arguing and modeling how different contexts influence the fulfillment of DL. Third, the authors develop an analytical framework of DL – the “LTC” framework – to help build a foundation and guide further research on the relationships between DL and team performance.

Citation

Feng, Y., Hao, B., Iles, P. and Bown, N. (2017), "Rethinking distributed leadership: dimensions, antecedents and team effectiveness", Leadership & Organization Development Journal, Vol. 38 No. 2, pp. 284-302. https://doi.org/10.1108/LODJ-07-2015-0147