The (non)distribution of leadership roles
Considering leadership practices and configurations
Bibliographic Data
| ID | 9890628 |
|---|---|
| Authors | Samia Chreim (0000-0003-3139-1115, University of Ottawa, corresponding author) |
| Year | 2015 |
| Volume | 68 |
| Issue | 4 |
| Pages | 517-543 |
| Publication date | 2015-04-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/0018726714532148 |
| OpenAlex | W2100565200 |
| Language | EN |
| Citations received | 29 |
| References cited | 44 |
This article draws on distributed leadership and leadership-as-practice perspectives to report on a comparative case analysis of leadership configurations. The context of acquisitions is used in the study. Attention is given to the practices of members of the two leadership teams – one from each of the acquiring and acquired organizations – as they attempted to integrate their practices and redistribute leadership roles. The findings show that, despite expectations that distributed leadership would be achieved, the emergent configurations varied across the firms and consisted of distributed leadership, distributed leaderlessness, overlapping leadership and non-distributed leadership. These configurations were underpinned by members’ framings, relational practices and (non)exercise of agency. The article contributes to the leadership literature by proposing the notions of leadership deficits and leadership surpluses in configurations, by exploring how ambiguous leadership spaces are constructed, and by providing evidence of leadership models that vary in terms of conflict tractability. The study uncovers the limits of distributed leadership and shows that not all is well with distributed leadership models. The article also contributes to a broader understanding – than has been achieved through extant literature – of various potential leadership configurations that can emerge in the case of acquisitions and beyond
Agency (philosophy · Context (archaeology · Distributed leadership · Extant taxon · Leadership · Leadership studies · Leadership style · Neuroleadership · Political science · Public relations · Servant leadership · Shared leadership · Social science · Sociology · Transactional leadership · Transformational leadership · Job Satisfaction and Organizational Behavior · Management and Organizational Studies · Management Theory and Practice
Leadership-as-Practice
Distributing Leadership or Distributing Tasks? The Practice of Distributed Leadership by Management and Its Limitations in Two Spanish Secondary Schools
Who Leaders Are and How They Lead
Leadership practices in collaborative innovation
Shaping the leadership configuration of principals and vice-principals
From hierarchical to matrix structure
Revisiting emergence in emergent leadership
How leaders navigate dysfunctional interdependency
No More Heroes
Distributed leadership practices in two Spanish public primary schools
The advantages and disadvantages of different implementations of shared leadership in organizations
Leadership configuration in crises
Ambiguous authority and hidden hierarchy
From the Black Square to the Red Square
Dancing with the D-man
Shared leadership
Emergent, distributed, and orchestrated
Sharing the Leadership Space
Collective dimensions of leadership
Studying collective leadership
The view from inside leadership configurations
Configuring shared and hierarchical leadership through authoring
Sharing leadership for diffusion of innovation in professionalized settings
Investigating the interplay between formal and informal leaders in a shared leadership configuration
Enacting responsible leadership in cross-sector partnerships
Moments that connect
Getting your message across? The evolution of leader vision and managed pluralisation of leadership
The Roles of Collective Teacher Efficacy and Commitment in the Relationship Between Turkish Language Teachers' Job Satisfaction and School Principal Distributed Leadership
A critical exploration of collaborative and distributed leadership in higher education
Leadership
Qualitative evaluation and research methods
Managerial Leadership
Distributed Leadership in Organizations
Strategy-as-Practice
The Dynamics of Collective Leadership and Strategic Change in Pluralistic Organizations.
Leadership in the Plural
Leadership, not leaders
Case Study Research
The Oxford Handbook of Professional Service Firms
The art of case study research
Mergers and Acquisitions
Strategic leadership
The Practice of Leadership in the Messy World of Organizations
Leadership Configurations
Leadership as Work-embedded Influence
Leadership as boundary work in healthcare teams
Leadership as Practice
Exploring Co-leadership Talk Through Interactional Sociolinguistics
Ambiguity as strategy in organizational communication
Relational leadership
Nobody in charge
Articulating identities
Strategic ambiguity as a rhetorical resource for enabling multiple interests
Investigating School Leadership Practice
Qualitative inquiry and research design
From leadership-as-practice to leaderful practice
The Executive Role Constellation
| Unique citing works | 29 |
|---|---|
| Citations per year | 2,64 |
| Citation span | 2015 - 2026 (12) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 29 |