Collective leadership with power symmetry: Lessons from Aboriginal prehistory

Leadership ◽  
2011 ◽  
Vol 7 (4) ◽  
pp. 385-414 ◽  
Author(s):  
Karl-Erik Sveiby
Keyword(s):  
Distributed Leadership ◽  
Leadership Theory ◽  
Symmetric Model ◽  
Collective Leadership ◽  
Australian Aboriginal ◽  
Leadership Models ◽  
First Peoples ◽  
Leadership Research

This article draws upon Australian Aboriginal knowledge in traditional law stories and anthropological studies of contemporary African bands. It applies the DAC ontology ( Drath et al., 2008 ) to analyse two collective leadership models developed by forager peoples: one egalitarian ‘upside-down hierarchy’ and one power-symmetric model. Their existence has several implications for leadership research. Firstly, it encourages shared/distributed leadership scholars to shift their current reactive stage toward building theory of collective leadership on its own terms. This may require exploration of alternatives outside the mainstream both in terms of ontology and cases, and this article attempts to show the value in doing so. Secondly, it highlights the importance of power; the concept needs to be considered more explicitly in collective leadership theory. Finally, it shows that collective leadership is not a recent phenomenon confined to modern organizations – but rather a form for achieving conjoint action in human groups, developed by the first peoples on Earth, and still practised.

Leadership in Technology Project Management

2011 ◽  
pp. 216-231
Author(s):  
Ralf Mueller
Keyword(s):  
Project Management ◽  
Leadership Styles ◽  
Project Managers ◽  
Leadership Theory ◽  
Personality Profiles ◽  
Technology Project ◽  
Future Developments ◽  
Different Types ◽  
Current Leadership ◽  
Leadership Research

This chapter addresses project managers’ leadership styles, mainly from the perspective of technology projects. It starts by defining and outlining the need for leadership, and then describes the historical schools and the recent schools of leadership theory. Subsequently the focus turns to current leadership research in project management, and its related theories. Subsequently, the personality profiles of successful project managers in different types of projects are presented. The chapter ends with some managerial and theoretical implications, as well as scholarly challenges for further research and future developments in this area.

scholarly journals The Roles of The Headmaster’s Leadership Types in Overcoming The Students’ Violation

2021 ◽  
Vol 2 (2) ◽  
pp. 70-80
Author(s):  
Andriani Tunnisa ◽  
Eka Damayanti ◽  
Baharuddin Baharuddin
Keyword(s):  
Qualitative Methods ◽  
Data Reduction ◽  
Field Research ◽  
Charismatic Leadership ◽  
Data Sources ◽  
Collective Leadership ◽  
Data Presentation ◽  
Leadership Models ◽  
Leadership Types

The headmaster, as the highest policymaker in the school, has a very important role in overcoming violations that occur in the schools. Successful headmaster can be seen from the process of influencing every element in the school and being able to apply all leadership models in any situation and condition. There are several types of leadership, namely; authoritarian, democratic, and charismatic. This study aims to determine the headmaster’s leadership types of MTs As'adiyah Ereng-ereng in overcoming the students’ violations. This was field research with qualitative methods where the data sources came from the headmaster, students, educators, and students who committed violations. The data were collected from interviews, observation, and documentation. Then they were analyzed with analysis through data reduction, data presentation, and conclusion. The results indicate that the forms of violations committed were (1) not praying in congregation, skipping the classes, not wearing appropriate uniforms, destroying facilities, and carrying cellphones. The leadership type that is most often applied in the schools was a charismatic leadership type. Although this type of dominates, democratic, and collective leadership is also found.

A tale of three approaches: Leveraging organizational discourse analysis, relational event modeling, and dynamic network analysis for collective leadership

2019 ◽  
Vol 73 (4) ◽  
pp. 572-597 ◽  
Author(s):  
Cynthia K Maupin ◽  
Maureen E McCusker ◽  
Andrew J Slaughter ◽  
Gregory A Ruark
Keyword(s):  
Discourse Analysis ◽  
Network Analysis ◽  
Dynamic Network ◽  
Dynamic Network Analysis ◽  
Collective Leadership ◽  
Organizational Discourse ◽  
Event Modeling ◽  
Multiple Levels ◽  
Methodological Approaches ◽  
Leadership Research

How can we enhance theory-method alignment when studying collective leadership? We propose that leveraging methodological approaches that are powerful enough to address three primary challenges of collective leadership—the incorporation of time, context, and multiple levels—will promote a more robust body of collective leadership research and practice. In particular, we review and integrate three complementary methodological approaches—organizational discourse analysis, relational event modeling, and dynamic network analysis—which have the flexibility to address these challenges. The purpose of this article is to demonstrate the utility of these methodological approaches for addressing major methodological challenges within the field of collective leadership. Through this effort, we aim to facilitate conversation across disparate streams of research and encourage researchers to explore how novel research questions and perspectives might be advanced through leveraging these methods, either in isolation or in combination.

Leading learning and innovation in organizations: A distributed leadership perspective

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ankita Tandon
Keyword(s):  
Distributed Leadership ◽  
Flexible Work ◽  
Content Type ◽  
Leadership For Learning ◽  
Work Arrangements ◽  
Leadership Models ◽  
Distributed Approach ◽  
Work From Home ◽  
Current Context

Purpose This paper explores the role of distributed leadership for learning and innovation in organizations. Learning and innovation being collective interactive processes, individual leadership is not the most effective way to drive them. This paper discusses how developing a distributed approach to leadership can be useful in enhancing the effectiveness of these processes, particularly in the current context of dispersed and remote working spurred by the pandemic. Design/methodology/approach This paper draws on literature from the domains of leadership and learning to discuss how effectiveness of learning and innovation can be enhanced through the application of appropriate leadership models. Findings This paper brings out the importance of developing a distributed leadership approach to enhance learning and innovation in organizations. It provides actionable suggestions that can be used by organizations to develop shared leadership capabilities. Originality/value Moving away from traditional leadership models, this paper highlights the significant role that distributed leadership can play to enhance the effectiveness of collective processes such as learning and innovation. The approach is even more relevant in the current pandemic context where organizations are operating in a distributed setup with flexible work from home arrangements. Learning and innovation in such virtual, asynchronous work arrangements is a challenge. Development of distributed leadership mindset and approach can enable organizations to operate more effectively in the new normal.

Leadership in Technology Project Management

2011 ◽  
pp. 59-74
Author(s):  
Ralf Müller
Keyword(s):  
Project Management ◽  
Leadership Styles ◽  
Project Managers ◽  
Leadership Theory ◽  
Personality Profiles ◽  
Technology Project ◽  
Future Developments ◽  
Different Types ◽  
Current Leadership ◽  
Leadership Research

This chapter addresses project managers’ leadership styles, mainly from the perspective of technology projects. It starts by defining and outlining the need for leadership, and then describes the historical schools and the recent schools of leadership theory. Subsequently the focus turns to current leadership research in project management, and its related theories. Subsequently, the personality profiles of successful project managers in different types of projects are presented. The chapter ends with some managerial and theoretical implications, as well as scholarly challenges for further research and future developments in this area.

A systematic review of studies on leadership models in educational research from 1980 to 2014

2016 ◽  
Vol 46 (1) ◽  
pp. 25-48 ◽  
Author(s):  
Sedat Gumus ◽  
Mehmet Sukru Bellibas ◽  
Murat Esen ◽  
Emine Gumus
Keyword(s):  
Teacher Leadership ◽  
Educational Research ◽  
Distributed Leadership ◽  
Future Research ◽  
Quantitative Methodology ◽  
Analysis Method ◽  
Leadership Models ◽  
Content Analysis Method ◽  
Depth Analysis ◽  
Over Time

The purpose of this study is to reveal the extent to which different leadership models in education are studied, including the change in the trends of research on each model over time, the most prominent scholars working on each model, and the countries in which the articles are based. The analysis of the related literature was conducted by first employing a bibliometric analysis of the research and review papers indexed in the Web of Science database between 1980 and 2014. Then, a more in-depth analysis of selected papers was done using the content analysis method. The results showed that there has been increasing interest in leadership models in educational research over time. Distributed leadership, instructional leadership, teacher leadership, and transformational leadership are the most studied leadership models in educational research. It was also found that related research increasingly focuses on the effects of leaders on organizational behaviors/conditions and on student achievement. Accordingly, usage of quantitative methodology has significantly increased during the last decade. Possible reasons for these changes, implications, and recommendations for future research are also discussed.

How Do States Implement College- and Career-Readiness Standards? A Distributed Leadership Analysis of Standards-Based Reform

2018 ◽  
Vol 55 (3) ◽  
pp. 447-476 ◽  
Author(s):  
Katie Pak ◽  
Laura M. Desimone
Keyword(s):  
Distributed Leadership ◽  
Leadership Theory ◽  
Career Readiness ◽  
Content Standards ◽  
College And Career Readiness ◽  
Leadership Analysis ◽  
District Administrators ◽  
College And Career ◽  
Standards Based Reform ◽  
Theory Research

Purpose: Our primary purpose is to examine the implementation of college- and- career- readiness content standards in Kentucky, Ohio, and Texas through the lens of distributed leadership theory, and to determine the affordances and challenges of this distributed leadership through the lens of policy attribute theory. Research Methods/Approach: We analyze data from 66 hour-long interviews of state and district administrators across the three states collected from Spring 2016 to Spring 2017. Using a deductive coding approach, we developed themes around distributed leadership as they pertain to the five attributes of policy implementation: specificity, consistency, authority, power, and stability. Findings: Using the distributed leadership and policy attribute theories, we find similar trends in state leaders distributing instructional leadership to regional, district, and organizational leaders to add specificity to the college and career readiness standards at the expense of compromising the consistency and power of the reform. This distribution of leadership is thought to contribute to the authority of the reform, though this authority is made tenuous by the instability of educational policies at the national and state levels. Implications: We highlight the need to examine the implementation of education policy using leadership frameworks and to understand leadership relationships between the state their regional and district partners. We extend the use of the distributed leadership theory beyond the K-16 level and the use of policy attribute theory to showcase where state actors can strengthen their reform initiatives.

Distributed Leadership in Collegiate Esports

2020 ◽  
pp. 104687812095875
Author(s):  
Evan Falkenthal ◽  
Andrew M. Byrne
Keyword(s):  
Leadership Development ◽  
Distributed Leadership ◽  
Student Development ◽  
Power Distribution ◽  
Leadership Theory ◽  
Multiple Points ◽  
Organizational Contexts ◽  
Qualitative Research Study ◽  
Leadership Experiences ◽  
Leader Roles

Background. Current research supports the use of recreational games in higher education settings for student development. Team-based esports in collegiate settings offer leadership experiences analogous to other organizational contexts. Distributed leadership reflects leader roles shared dynamically with multiple points of salience and dynamic or absent hierarchy. Aim. This study looked at elements of distributed leadership claimed among collegiate esports teams and whether esports play contributed to distributed leadership development. Methods. This phenomenological deductive qualitative research study used themes from distributed leadership theory to examine the experiences of focus groups composed of competitive collegiate esports participants on three teams from three different popular esport games, respectively. Results. Researchers found that ample comparisons across respondent team interviews corresponded with the leadership theory and found that the more static influence of credibility seemed to mediate team-based communications and behaviors. Conclusion. Implications for distributed leadership both in esports and in other organizations include considerations for intentionality behind how hierarchies are enacted and how credibility may inform an understanding of power distribution within teams.

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