Feng, Y, Hao, B, Iles, P et al. (1 more author) (2017) Rethinking Distributed Leadership: Dimensions, Antecedents and Team Effectiveness. Leadership and Organization Development Journal, 38 (2). ISSN 0143-7739
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. This paper aims 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 framework of DL and team effectiveness by deriving eight research propositions. Findings – 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 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, we address the question of what constitutes DL by conceptualizing its dimensions. Second, we extend the DL literature by arguing and modeling how different contexts influence the fulfillment of DL. Third, we develop an analytical framework of DL – the “Leader-Task-Context” (LTC) framework - to help build a foundation and guide further research on the relationships between DL and team performance.
Metadata
Item Type: | Article |
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Authors/Creators: |
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Copyright, Publisher and Additional Information: | © Emerald Group Publishing Limited 2017. This is an author produced version of a paper published in Leadership and Organization Development Journal. Uploaded in accordance with the publisher's self-archiving policy. |
Keywords: | distributed leadership, shared leadership, dispersed leadership, conjoint leadership, team performance |
Dates: |
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Institution: | The University of Leeds |
Academic Units: | The University of Leeds > Faculty of Business (Leeds) > Management Division (LUBS) (Leeds) > Management Division Decision Research (LUBS) |
Depositing User: | Symplectic Publications |
Date Deposited: | 19 May 2016 08:18 |
Last Modified: | 28 Feb 2024 13:45 |
Published Version: | http://www.emeraldinsight.com/doi/pdfplus/10.1108/... |
Status: | Published |
Publisher: | Emerald |
Identification Number: | 10.1108/lodj-07-2015-0147 |
Open Archives Initiative ID (OAI ID): | oai:eprints.whiterose.ac.uk:99114 |