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1 – 10 of over 15000
Article
Publication date: 6 August 2018

Charlotte Jonasson, Anne Mette Kjeldsen and Maria Shubhra Ovesen

Mergers have become an influential part of public hospital development, and the successful implementation of such mergers requires skillful management. Recent studies have pointed…

Abstract

Purpose

Mergers have become an influential part of public hospital development, and the successful implementation of such mergers requires skillful management. Recent studies have pointed to the impact of the distribution of leadership tasks amongst employees for implementing planned radical changes, yet this lacks examination with regard to hospital mergers. The purpose of this paper is to investigate the emergence of distributed leadership and this leadership’s influence on the implementation of a hospital merger.

Design/methodology/approach

The emergence of distributed leadership is examined through a qualitative case study of two Danish hospital units in the context of a large hospital merger. The data consist of 21 interviews and documents collected over a three-year period.

Findings

The findings suggest dynamics of widened and restricted distributed leadership being influenced by and influencing the merger at hospital and local-unit levels, respectively. Importantly, the perceived purpose of widened and restricted distributed leadership mediated the actual effects of widened and restricted distributed leadership on the implementation of a merger. Moreover, the findings show that mergers on both the hospital and local level lead to variations in top-down and bottom-up distributed leadership across pre-merger organizational boundaries.

Practical implications

Perceived purposeful widening and restriction of distributed leadership at various hospital levels enables merger integration and collaboration across organizational boundaries and hierarchies.

Originality/value

The paper addresses the need to understand the complex dynamics of widened and restricted leadership distribution in a merger context.

Details

Journal of Health Organization and Management, vol. 32 no. 5
Type: Research Article
ISSN: 1477-7266

Keywords

Book part
Publication date: 3 March 2016

Kate B. Hilton and Ruth Wageman

This chapter explores distributed leadership in volunteer multistakeholder groups tackling complex problems, focusing on community organizing practices to bridge the gap between…

Abstract

This chapter explores distributed leadership in volunteer multistakeholder groups tackling complex problems, focusing on community organizing practices to bridge the gap between health and health care in Columbia, South Carolina. Columbia faces increasing chronic disease, high rates of uninsured, unequal access to healthcare services, and rising costs. Regional leaders periodically tackled these problems together but faced challenges common to multistakeholder groups. In 2010, leaders from Columbia partnered with the authors in a learning enterprise to find new, more sustainable ways to address these challenges. Together we adapted a community organizing approach to develop distributed leadership skills necessary to overcome the challenges of volunteer multistakeholder groups and transform the health system in a local area. In the first year, teams provided health screenings to over 1,000 residents; over 3,000 residents exercised leadership to improve community health; over 5,000 residents pledged to improve their health. Clinic hours were extended; new health coaches focused on primary care and wellness programs. Providers and payers committed to reinvesting a share of savings in the community, which has a voice in their use. We show that developing distributed leadership via community organizing offers an approach to solving seemingly intractable community problems.

Details

Leadership Lessons from Compelling Contexts
Type: Book
ISBN: 978-1-78560-942-8

Keywords

Article
Publication date: 21 March 2008

Alma Harris

This paper aims to provide an overview of the literature concerning distributed leadership and organisational change. The main purpose of the paper is to consider the empirical…

22984

Abstract

Purpose

This paper aims to provide an overview of the literature concerning distributed leadership and organisational change. The main purpose of the paper is to consider the empirical evidence that highlights a relationship between distributed leadership and organisational outcomes.

Design/methodological approach

The paper draws on several fields of enquiry, including organisational change, school effectiveness, school improvement and leadership. It systematically analyses the evidence in each field and presents a synthesis of key findings.

Findings

The evidence shows first, that there is a relationship between distributed leadership and organisational change, second, that there is evidence to suggest that this relationship is positive and third, that different patterns of distribution affect organisational outcomes.

Originality/value

The significance and originality of this paper lies in the fact that it: takes a normative position on distributed leadership and is chiefly concerned with the question of organisational impact; demonstrates the importance and necessity of further research about the way in which distributed leadership influences organisational outcomes; and acknowledges the methodological challenges in conducting research on distributed leadership but argues that such research will make a significant contribution to knowledge and theory generation in the leadership field.

Details

Journal of Educational Administration, vol. 46 no. 2
Type: Research Article
ISSN: 0957-8234

Keywords

Article
Publication date: 1 September 2006

Scott C. Bauer and Ira E. Bogotch

The primary purpose is to present empirical measures of variables relating to practices engaged in by site‐based teams, and then to use these variables to test a model predicting…

1957

Abstract

Purpose

The primary purpose is to present empirical measures of variables relating to practices engaged in by site‐based teams, and then to use these variables to test a model predicting significant outcomes of site‐based decision making. The practice variables of site‐based management (SBM) teams are essential in promoting research within a distributed leadership framework.

Design/methodology/approach

A path model is computed to test the relationships between factors relating to the support received by site‐based teams; site team communication and decision‐making practice, and perceived outcomes of SBM. Measures are based on survey data collected from 367 team members in 50 schools from fifteen school districts in a northeastern state in the US.

Findings

Results show that different factors relating to the support provided to site‐based teams and practices employed by these teams emerge as statistically significant predictors of various outcomes. Results suggest that the resources provided to support site teams, e.g. the devolution of decision‐making power, results in enhanced stakeholder influence, but whether this influence results in better decisions or improvement in teaching and learning depends on the communication and decision‐making practices site teams employ within a distributed leadership framework.

Originality/value

This study sought to identify site team decision making and communication processes that reflect how site teams conduct their work, defining how members of site teams perceive the “rules of the game.” In doing so, it offers a new and different perspective on how such processes impact outcomes associated with shared decision‐making processes, and thus a better understanding of the complex dynamics of school‐site decision making and the distribution of leadership in schools.

Details

Journal of Educational Administration, vol. 44 no. 5
Type: Research Article
ISSN: 0957-8234

Keywords

Article
Publication date: 1 May 2005

Lisa Ross, Mike Rix and Jeff Gold

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

2313

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.

Details

Industrial and Commercial Training, vol. 37 no. 3
Type: Research Article
ISSN: 0019-7858

Keywords

Book part
Publication date: 10 December 2018

David M. Boje

This chapter relates quantum storytelling consulting (QSC) to ensemble leadership theory (ELT) by Rosile, Boje, & Claw (2016). What kinds of leadership does it take to attend to…

Abstract

This chapter relates quantum storytelling consulting (QSC) to ensemble leadership theory (ELT) by Rosile, Boje, & Claw (2016). What kinds of leadership does it take to attend to the forecaring in advance of the future and how does this relate to quantum storytelling? In a music ensemble, no one musician is the star: they are equal, all are the stars of the show, emerging as stars and then taking a supporting role in cyclic rotation. ELT is important to the world ecology because it is a together-we-are-all-leaders approach. Rather than restricting leadership to one or a few people, the ensemble of many networks of leadership is important. I will contrast ELT with more familiar models of leadership: dispersed, distributed, and relational that restrict leadership to a few. One primary difference is that ELT includes both community and ecology and it is rooted in Indigenous Ways of Knowing (IWOK) that extend from the ancient Southwest US and Mexico. My contribution here is to recognize that ELT is rooted in the rhizomatic fractal, whereas the other models of leadership discussed here (dispersed, distributed, and relational) have been linear-, cyclic-, or spiral-fractal waves. A fractal is defined as recurring self-sameness patterns across scalabilities. I will look to Deleuzian rhizomatic-fractals, which ELT purports to be and make an observation: ELT revived and reinvented in late modern capitalism, must be a correlate with the dominant hierarchic kinds of leadership of here and now, which is this world situation we are now in. Does not each revolution (steam, diesel/gas combustion, cyber-information, and liquid modernity) actually create anew the enslavement of human beings in hierarchic forms of leadership? At the end of this chapter, ensemble leadership will be related to whole-world ecological health.

Details

The Emerald Handbook of Quantum Storytelling Consulting
Type: Book
ISBN: 978-1-78635-671-0

Keywords

Article
Publication date: 3 August 2015

Maria J Mendez, Jon P. Howell and James W. Bishop

A theoretical analysis evidences the existence of multiple patterns of collective leadership and serves as foundation for the proposal of a two-dimensional model of collective…

1529

Abstract

Purpose

A theoretical analysis evidences the existence of multiple patterns of collective leadership and serves as foundation for the proposal of a two-dimensional model of collective leadership, which evaluates leadership sharedness (the extent to which leadership roles are shared by group members), and leadership distribution (the extent to which different leadership roles are permanently assigned to group members). The relationship between these dimensions and committee effectiveness is further tested.

Design/methodology/approach

A social networks methodology is used with a sample of 28 committees. Two complementary network properties (centralization and density) are used to operationalize leadership sharedness and a new measure is developed to operationalize leadership distribution. Stepwise regressions test the relation between collective leadership dimensions and performance.

Findings

The model proposed advances the understanding of collective leadership’s internal dynamics and facilitates empirical comparisons of the effectiveness of various forms of collective leadership. The highest committee performance was found in groups where members contribute equally to charismatic and supportive leadership but only when these equal contributions were high. In collective directive and participative leadership, however, equality of contribution was associated to higher performance independently on the strength of members’ contributions. No relationship was found between the distribution of leadership roles among group members and committee performance.

Research limitations/implications

A small sample size may have reduced hypothesis testing power. The intraclass corrections (ICC(2)) were lower than recommended. Finally, results cannot be extrapolated beyond committees, which have very unique characteristics due to their low typical interaction.

Practical implications

Organizations can improve committee performance by ensuring high and equal participation of members in their group’s leadership through training and selection. Enhancing participation of all members in leadership requires special attention to women and members of minorities, that are typically attributed less leadership influence and whose commitment to the group may be hurt by lack of involvement.

Originality/value

The two-dimensional model proposed goes beyond previously published models in exploring several aspects of collective leadership internal dynamics by advancing the understanding how different aspects of collective leadership patterns affect group performance.

Details

Leadership & Organization Development Journal, vol. 36 no. 6
Type: Research Article
ISSN: 0143-7739

Keywords

Open Access
Article
Publication date: 19 October 2018

Jean Hartley

The purpose of this paper is to provide an overview of some pressing but under-researched aspects of public leadership. Ten propositions about public leadership are set out and…

18228

Abstract

Purpose

The purpose of this paper is to provide an overview of some pressing but under-researched aspects of public leadership. Ten propositions about public leadership are set out and these are intended to be thought-provoking and even controversial in order to stimulate researchers to design research which addresses key theoretical and practical questions about leadership in the public sphere. They will also help practitioners navigate an increasingly complex leadership context.

Design/methodology/approach

This invited essay uses ten propositions about public leadership, selected from three sources: the leadership literature, the author’s own research and from collaborative research discussions with academics, policy makers and practitioners.

Findings

The first proposition argues for distinguishing public leadership from public service leadership given that the former is about leadership of the public sphere. Other propositions concern context; purpose; conflict and contest at the heart of public leadership; leadership with political astuteness; dual leadership; leadership projections; fostering resilience; leadership, authority and legitimacy; and the challenge to researchers to use research designs which reflect the complexity and dynamism of public leadership.

Practical implications

While this essay is primarily addressed to researchers, there are many ideas and concepts which practising leaders will find insightful and useful in their work.

Originality/value

This essay draws on deep experience in undertaking high-quality academic research about public leadership which draws from and feeds into policy and practice. It utilises organisational psychology, public management and political science to create synergies in order to enhance the understanding of public leadership.

Details

International Journal of Public Leadership, vol. 14 no. 4
Type: Research Article
ISSN: 2056-4929

Keywords

Article
Publication date: 9 May 2016

A D Amar and Vlatka Hlupic

The purpose of this paper is to give some theoretical foundation to leadership function and style for managing knowledge workers whose work, by definition, is non-routine, thrives…

2485

Abstract

Purpose

The purpose of this paper is to give some theoretical foundation to leadership function and style for managing knowledge workers whose work, by definition, is non-routine, thrives on innovation, and places a special demand on autonomy for its execution.

Design/methodology/approach

Extant search of literature to look for evidence supporting successful leadership theories and practices that are shown to improve performance of knowledge workers. Synthesis of findings to structure a framework in the form of major propositions for their testing by future research.

Findings

The authors begin with establishing the first finding that states that leadership of knowledge organizations is different from the leadership of traditional organizations. Then the authors build six additional findings for shaping a successful leadership process for knowledge organizations.

Research limitations/implications

Since it is a theoretical paper built on a search of literature in the field of leadership, there is a need to empirically test the findings to give them their final shape. Each of the seven propositions in this paper would result into many hypotheses that should initiate several empirical studies.

Practical implications

The authors consider individual and organizational/group contexts of the leadership proposed here, and also provide recommendations for carrying out this research further. While the paper is written more specifically with regard to the leadership of knowledge organizations where its findings should be fully implantable, however, to some extent, they would apply to all organizations.

Social implications

Leadership is a ubiquitous social phenomenon. It affects not only organizations, but also every aspect of human activity. This paper is an attempt to alter the fundamental thinking of leaders, suggesting to not to use authority, and instead, to allow everyone connected with the task the opportunity to lead. This shift in leadership paradigm will have an impact on the behavior of all involved, and steadily, will bring a change in the norms of social behavior.

Originality/value

This paper is a move toward giving the knowledge organization leadership some theoretical framework, as it is still in a state of flux in spite of attracting a lot of research.

Details

European Journal of Innovation Management, vol. 19 no. 2
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 13 April 2015

Dennis Michael Rose and Raymond Gordon

The purpose of this paper is to examine the evidence for age-related changes in cognition and the implications for leadership styles. In particular, a case is argued for…

1451

Abstract

Purpose

The purpose of this paper is to examine the evidence for age-related changes in cognition and the implications for leadership styles. In particular, a case is argued for distributed forms of leadership that encourage contribution across the age spectrum and hierarchical levels.

Design/methodology/approach

This paper takes a conceptual approach, combining the psychology and management literatures in arguing the case for newer leadership forms, appropriate to an ageing workforce.

Findings

Three principal components of intelligence (fluid, and crystallised intelligence and working memory) are considered and it is argued that high levels of fluid intelligence, generally higher in younger employees, should be accessed while being balanced by crystallised intelligence (experience). Distributed leadership has been mainly applied in educational settings. This paper argues for distributed leadership to maximise creativity and innovation.

Practical implications

Leadership forms that maximise creative input from staff across all age levels are likely to contribute to firm innovation and sustainability. Additionally, job satisfaction and turnover among junior staff may be positively influenced through opportunities for greater participation.

Social implications

The elements discussed in this paper address important leadership issues for managing a multigenerational workforce.

Originality/value

Distributed leadership has been discussed in educational and health literatures for some time; however it is only recently that this approach to leadership has appeared in mainstream management literature. The discussion of age-related changes and distributed leadership introduces and important topic for further research in newer forms of leadership.

Details

Journal of Management Development, vol. 34 no. 3
Type: Research Article
ISSN: 0262-1711

Keywords

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