DOCSLIB.ORG

The Effect of Shared Leadership on Workgroup Creativity

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
The Effect of Shared Leadership on Workgroup Creativity Edith Cowan University Research Online Theses: Doctorates and Masters Theses 2014 The effect of shared leadership on workgroup creativity Simon Guive Minaee Edith Cowan University Follow this and additional works at: https://ro.ecu.edu.au/theses Part of the Leadership Studies Commons, Organizational Behavior and Theory Commons, and the Organization Development Commons Recommended Citation Minaee, S. G. (2014). The effect of shared leadership on workgroup creativity. https://ro.ecu.edu.au/ theses/1576 This Thesis is posted at Research Online. https://ro.ecu.edu.au/theses/1576 Edith Cowan University Research Online Theses: Doctorates and Masters Theses 2014 The effect of shared leadership on workgroup creativity Simon Guive Minaee Edith Cowan University Recommended Citation Minaee, S. G. (2014). The effect of shared leadership on workgroup creativity. Retrieved from http://ro.ecu.edu.au/theses/1576 This Thesis is posted at Research Online. http://ro.ecu.edu.au/theses/1576 Edith Cowan University Copyright Warning You may print or download ONE copy of this document for the purpose of your own research or study. The University does not authorize you to copy, communicate or otherwise make available electronically to any other person any copyright material contained on this site. You are reminded of the following: Copyright owners are entitled to take legal action against persons who infringe their copyright. A reproduction of material that is protected by copyright may be a copyright infringement. Where the reproduction of such material is done without attribution of authorship, with false attribution of authorship or the authorship is treated in a derogatory manner, this may be a breach of the author’s moral rights contained in Part IX of the Copyright Act 1968 (Cth). Courts have the power to impose a wide range of civil and criminal sanctions for infringement of copyright, infringement of moral rights and other offences under the Copyright Act 1968 (Cth). Higher penalties may apply, and higher damages may be awarded, for offences and infringements involving the conversion of material into digital or electronic form. The Effect of Shared Leadership on Workgroup Creativity Simon Guive Minaee Bachelor of Government (Honours) Master of Business Administration Thesis submitted in fulfilment of the requirement for the degree of Doctor of Philosophy Faculty of Business and Law Edith Cowan University September 2014 USE OF THESIS The Use of Thesis statement is not included in this version of the thesis. Abstract Research on leadership typically assumes a single leader who has managerial authority over the group, unit or organisation. Shared leadership is an emerging concept of leadership as a group-level phenomenon. It builds on antecedents such as democratic leadership, semi-autonomous and self-managed work groups, participative decision-making and co-leadership that are typically studied as variations of leadership by a single leader. Shared leadership is seen as more distributed, informal and emergent than these. Recent empirical research shows shared leadership can have beneficial effects on a variety of group process and outcome variables. However, so far its effects on creativity have not been empirically examined. This is surprising, since creativity is an important response to increased competition and rapid change in the business environment. Much creativity research identifies important pre-requisites that are more likely to be found in shared than hierarchical leadership. Improved creativity may be one of the most valuable benefits of shared leadership. This study provides empirical evidence on this relationship from a naturalistic experiment in which student groups were allowed to self-manage over a three-month creative project. In assessing shared leadership, two methodological innovations were introduced. First, previous studies have either used aggregated measures of group performance, or more recently the measures of group ‘degree centrality’ (degree of hierarchy) or ‘density’ (degree of sharing) developed in Social Network Analysis research. However, none of these measures by themselves adequately captures the distinction between hierarchical and shared leadership, although the SNA measures are potentially more precise. Following recommendations of previous ii authors, this study explored the combined use of centrality and density to better reflect the underlying construct. A second refinement was to use a general construct of leadership based on Bass and Bass’s (2008) extensive literature review, rather than constructs such as transformational leadership that have a narrower theoretical base and tend to assume a hierarchical context. Results from items measuring sharing of Bass and Bass’s five ‘leadership functions’ were compared with a ‘global’ measure of leadership sharing. Creativity was assessed by a panel of judges who rated the groups’ creative outputs (movies), rather than the more common method of rating creativity in the work process. The results provide evidence for the hypothesised link between shared leadership and creativity that, although qualified by aspects of the study design, suggests further research is worthwhile. Implications for future research on both leadership and creativity are explored, along with consequences for the practice of management. The issues of how to best measure shared vs. hierarchical leadership, and how much a construct can reflect both forms of leadership, are of particular relevance to the future development of this field. In summary, this study offers the first evidence directly linking shared leadership to work group creativity, and suggests improvements to current methods for measuring the extent of leadership sharing in a group. iii Declaration I certify that this thesis does not, to the best of my knowledge and belief: (i) Incorporate without acknowledgement any material previously submitted for a degree or diploma in any institution of higher education; (ii) Contain any material previously published or written by another person except where due reference is made in the text; or (iii) Contain any defamatory material. I also grant permission for the Library at Edith Cowan University to make duplicate copies of my thesis as required. ………………………………….. ……………………. Signature Date iv Acknowledgements Completing this thesis would not have been possible were it not for the help and support of those around me. First, I would like to thank Professor Peter Standen for his many hours of patient support in helping me turn a vague idea into a final thesis. Without his wisdom and care, I do not honestly think I could have completed this journey. Peter has guided me throughout and has taught me so much. His probing attention to detail helped me to piece this story together. I thank you for your precision and rigour, and I thank you for your tolerance. I am profoundly grateful. Next, I would like to thank my darling wife. Novia’s encouragement has been legendary. She has helped me to overcome numerous obstacles and has spent countless hours poring over my work. Her wizardry as a statistician has been a blessing. Throughout this journey, she has stuck by me. I am a truly lucky man to be able to share my life with you hon! I would also like to thank Dr Llandis Barratt-Pugh for his help and reassurance. Llandis has unhesitatingly offered his assistance and guidance throughout. His encouragement has helped convince me that this challenge was not insurmountable and for that I am hugely indebted. And of course I need to thank the good people at ECU. In particular, Professor Marie Ryan, for listening to my woes and helping me over the line, and Bev Lurie, for casting an expert eye over my work and helping to craft a handsome final document. Also, I would like to thank Dr Stephen Grainger and Dr Ian Austin for their support. v Finally, I would like to thank my parents. Who I am and what I have achieved comes down to a happy childhood in a loving and caring family. You are my role models. I only hope I can offer Audrey and Alice the same joyous start in life. vi Table of Contents Chapter One ................................................................................................................. 1 Introduction .................................................................................................................. 1 1.1 Hierarchical vs. Shared Leadership.................................................................. 1 1.2 The Concept of Hierarchical Leadership ......................................................... 3 1.3 The Concept of Shared Leadership .................................................................. 4 1.4 The Spread of Shared Leadership .................................................................... 8 1.5 Aims and Methods of this Study ...................................................................... 9 1.6 Structure of the Thesis ................................................................................... 11 Chapter Two ............................................................................................................... 13 Literature Review ....................................................................................................... 13 2.1 Introduction .................................................................................................... 13 2.2 Defining Shared Leadership ........................................................................... 14 2.3 Antecedents of the Concept of Shared Leadership
Load more

Recommended publications
  • Shared Leadership Underpinning of the MLCF
    Shared Leadership Underpinning of the MLCF A key product from the Enhancing Engagement in Medical Leadership project has been the development of a Medical Leadership Competency Framework (MLCF). This document defines the skills and competences needed by doctors to engage effectively in the planning, provision and improvement of health care services. It applies to all doctors and is intended to be acquired across the medical career at each appropriate level (Undergraduate, Postgraduate and Continuing Practice). It is therefore not aimed at specific, positional leaders but is seen as a set of competences that should be fully integrated into the medical role and not a separate function. The philosophical leadership model that underpins this approach is that of shared leadership, a more modern conception of leadership that departs from traditional charismatic or hierarchical models. In working with the MLCF it is useful to understand the shared leadership approach and this paper is an attempt to provide a simple description and guide to the shared leadership model, and to answer some of the questions about shared leadership that have been asked during the development of the MLCF: • What is shared leadership? • How does shared leadership underpin the MLCF? • How does shared leadership relate to positional leadership? • Where is the evidence that shared leadership works and what can we learn from other settings? • What evidence is there from health care and how do we apply shared leadership in a clinical setting? • What do the critics of shared leadership say? What is shared leadership? Leadership in any context has historically been described in relation to the behaviour of an individual and their relationship to their followers.
    [Show full text]
  • The Importance of Vertical and Shared Leadership Within New Venture Top Management Teams: Implications for the Performance of Startups☆ ⁎ Michael D
    The Leadership Quarterly 17 (2006) 217–231 The importance of vertical and shared leadership within new venture top management teams: Implications for the performance of startups☆ ⁎ Michael D. Ensley a,1, Keith M. Hmieleski b,2, Craig L. Pearce c, a Rensselaer Polytechnic Institute, Lally School of Management and Technology, Troy, NY 12180-3590, USA b Texas Christian University, M. J. Neeley School of Business, Fort Worth, TX 76129, USA c Claremont Graduate University, Peter F. Drucker and Masatoshi Ito Graduate School of Management, Claremont Graduate University, Claremont, CA 91711, USA Abstract The current study investigated the relative influence of vertical versus shared leadership within new venture top management teams on the performance of startups using two different samples. Vertical leadership stems from an appointed or formal leader of a team (e.g., the CEO), whereas shared leadership is a form of distributed leadership stemming from within a team. Transformational, transactional, empowering, and directive dimensions of both vertical and shared leadership were examined. New venture performance was considered in terms of revenue growth and employee growth. The first sample was comprised of 66 top management teams of firms drawn from Inc. Magazine's annual list of America's 500 fastest growing startups. The seconded sample consisted of 154 top management teams of startups randomly drawn from Dun and Bradstreet, which compiles the most extensive database available for identifying relatively young American-based ventures. Both vertical and shared leadership were found to be highly significant predictors of new venture performance. Further, hierarchical regression analysis found the shared leadership variables to account for a significant amount of variance in new venture performance beyond the vertical leadership variables.
    [Show full text]
  • Journal of Applied Psychology
    Journal of Applied Psychology Initiating and Utilizing Shared Leadership in Teams: The Role of Leader Humility, Team Proactive Personality, and Team Performance Capability Chia-Yen (Chad) Chiu, Bradley P. Owens, and Paul E. Tesluk Online First Publication, September 12, 2016. http://dx.doi.org/10.1037/apl0000159 CITATION Chiu, C.-Y. (C.), Owens, B. P., & Tesluk, P. E. (2016, September 12). Initiating and Utilizing Shared Leadership in Teams: The Role of Leader Humility, Team Proactive Personality, and Team Performance Capability. Journal of Applied Psychology. Advance online publication. http:// dx.doi.org/10.1037/apl0000159 Journal of Applied Psychology © 2016 American Psychological Association 2016, Vol. 101, No. 10, 000 0021-9010/16/$12.00 http://dx.doi.org/10.1037/apl0000159 Initiating and Utilizing Shared Leadership in Teams: The Role of Leader Humility, Team Proactive Personality, and Team Performance Capability Chia-Yen (Chad) Chiu Bradley P. Owens University of South Australia Brigham Young University Paul E. Tesluk University at Buffalo, State University of New York The present study was designed to produce novel theoretical insight regarding how leader humility and team member characteristics foster the conditions that promote shared leadership and when shared leadership relates to team effectiveness. Drawing on social information processing theory and adaptive leadership theory, we propose that leader humility facilitates shared leadership by promoting leadership-claiming and leadership- granting interactions among team members. We also apply dominance complementary theory to propose that team proactive personality strengthens the impact of leader humility on shared leadership. Finally, we predict that shared leadership will be most strongly related to team performance when team members have high levels of task-related competence.
    [Show full text]
  • Shared Leadership: a State‐Of‐The‐Art Review and Future Research Agenda
    Received: 30 November 2016 Revised: 14 April 2018 Accepted: 30 April 2018 DOI: 10.1002/job.2296 THE JOB ANNUAL REVIEW Shared leadership: A state‐of‐the‐art review and future research agenda Jinlong Zhu1* | Zhenyu Liao2* | Kai Chi Yam3 | Russell E. Johnson4 1 School of Business, Renmin University of China, Beijing, China Summary 2 Olin Business School, Washington University The traditional “great man” approaches to leadership emphasize qualities of individual in St. Louis, St. Louis, Missouri, U.S.A. leaders for leadership success. In contrast, a rapidly growing body of research has 3 Department of Management and started to examine shared leadership, which is broadly defined as an emergent team Organization, National University of Singapore, Singapore phenomenon whereby leadership roles and influence are distributed among team 4 Department of Management, Michigan State members. Despite the progress, however, the extant literature on shared leadership University, East Lansing, Michigan, U.S.A. has been fragmented with a variety of conceptualizations and operationalizations. Correspondence Jinlong Zhu, School of Business, Renmin This has resulted in little consensus regarding a suitable overarching theoretical University of China, No. 59 Zhongguancun framework and has undermined developing knowledge in this research domain. To Street, Beijing 100872, P.R. China. Email: [email protected] redress these problems, we provide a comprehensive review of the growing literature Zhenyu Liao, Olin Business School, of shared leadership by (a) clarifying the definition of shared leadership; (b) conceptu- Washington University in St. Louis. One ally disentangling shared leadership from other theoretically overlapping constructs; Brookings Drive, St. Louis, MO 63130, USA.
    [Show full text]
  • The Impact of Leadership Practices on Organizational Citizenship Behavior Applied Study on Universities in Gaza Strip
    الجـامعــــــــــة اﻹســـــﻻميــة بغــزة The Islamic University of Gaza عمادة البحث العلمي والدراسات العليا Deanship of Research and Graduate Studies كـليـــــــــة اﻻقتصاد والعلوم اﻻدارية Faculty of Economic and Administrative Science ماجستيــــــر إدارة أعمــــــــــــــــال Master of Business Administration The Impact of Leadership Practices on Organizational Citizenship Behavior Applied study on Universities in Gaza strip By Salam M. Alagha Supervised by Prof. Yousef Ashour A thesis submitted in partial fulfillment of the requirements for the degree of Master in Business Administration, at faculty of graduate studies, Islamic University of Gaza, Palestine. 2019 Declaration ج The Impact of Leadership Practices and on Organizational Citizenship Behavior Declaration I understand the nature of plagiarism, and I am aware of the Hospital's policy on this. The work provided in this thesis, unless otherwise referenced, is the researcher's own work, and has not been submitted by others elsewhere for any other degree or qualification. Student's name: Signature: Date: I Abstract The aim of this study is to disclose the impact of leadership practices on organizational citizenship behavior, using Descriptive-Analytical Approach,to illustrate the impact of five variables (modeling the way , inspiring a shared vision , challenging the process, enabling others to act ,encouraging the heart) on organizational citizenship behavior. The study is based on a universities in Gaza, which adds caution to generalizability of the result on Palestinian universities. The study population consists of 941 administrative staff in the three Palestinian universities, (the Islamic University, Al-Azhar University and Al-Aqsa University). According to the Personnel Affairs Department, the number of administrative staff at the Islamic University was 409, Al-Azhar University in Gaza was 207, and Al-Aqsa University was 325.
    [Show full text]
  • The Role of the Vertical Leader in Shared Leadership
    University of St. Thomas, Minnesota UST Research Online Education Doctoral Dissertations in Organization Development School of Education Fall 11-21-2020 The Role of the Vertical Leader in Shared Leadership Jacqueline P. Anderson Follow this and additional works at: https://ir.stthomas.edu/caps_ed_orgdev_docdiss Part of the Education Commons, and the Organization Development Commons The Role of the Vertical Leader in Shared Leadership A Dissertation Submitted to the Faculty of the Opus College of Business of the University of St. Thomas By Jacqueline P. Anderson In Partial Fulfillment of the Requirements for the Degree of Doctor of Education November 19, 2020 Abstract The purpose of this quantitative, positivistic study is to investigate the unique roles, actions, and behaviors of vertical team leaders that lead to the emergence of shared leadership, effectiveness, and performance in work teams in organizations. The correlational study design evaluated critical leadership functions relative to a 20-item shared leadership inventory. The study included 34 team leaders and 101 team members associated with primarily Midwestern organizations. The findings revealed that all leadership functions can be shared to a certain extent, but the leadership function of providing feedback was notably less shared than other leader functions. In addition, not only can functional leadership participation be a predictor of shared leadership, but also, this research has established new reliability and validity of the he Team Leadership Questionnaire (TLQ). Other findings from this sample indicate that functional leadership can be a predictor of shared leadership and when leadership functions related to planning and initiating (transition phase) are more shared, then the execution functions (action phase) are also more shared.
    [Show full text]
  • Shared Leadership in the Military: Reality, Possibility, Or Pipedream?
    MILITARY PSYCHOLOGY, 23:528–549, 2011 Copyright © Taylor & Francis Group, LLC ISSN: 0899-5605 print / 1532-7876 online DOI: 10.1080/08995605.2011.600150 Shared Leadership in the Military: Reality, Possibility, or Pipedream? Douglas R. Lindsay Department of Behavioral Sciences & Leadership, United States Air Force Academy, Colorado Springs, Colorado David V. Day University of Western Australia Business School, University of Western Australia, Perth, Australia Stanley M. Halpin Fort Leavenworth Research Unit, U.S. Army Research Institute for the Behavioral and Social Sciences, Fort Leavenworth, Kansas Shared leadership involves building a broader and deeper capacity for leadership that goes beyond a formally appointed leader. Several models of team leadership are reviewed, distinguishing between the leadership of teams from leadership in teams. Shared leadership is a variant of the latter in which everyone on the team is respon- sible for leadership and where leadership emerges through patterned interactions of team members. Overall, shared leadership appears to be a possibility for the mili- tary—and one that is needed because of the increasing complexity of missions—but efforts need to be undertaken to incorporate it into formal training and doctrine. The context in which leadership is enacted in organizations today is changing at a rapid pace. In addition, it has been argued that the problems and challenges The views expressed in this article are those of the authors and do not necessarily represent the policy of the United States Air Force, the United States Army, or the Department of Defense. Correspondence should be addressed to Douglas R. Lindsay, HQ USAFA/DFBL, 2354 Fairchild Drive, Suite 6L-101, USAF Academy, CO 80840.
    [Show full text]
  • Shared Leadership Meets Transformational Leadership
    The Co-Leadership of Transformational Leadership: A Discourse Analysis Prof. Brad Jackson Auckland University Business School [email protected] Dale Pfeifer Research Fellow Center for the Study of Leadership Victoria University of Wellington [email protected] Bernadette Vine Corpus Manager for the Archive of New Zealand English Victoria University of Wellington [email protected] ABSTRACT This paper brings the co-leadership and transformational leadership theories together. Co-leadership is described as two (or more) leaders in vertically contiguous positions who share the responsibilities of leadership (Heenan & Bennis, 1999). Here we conduct a small preliminary analysis to explore this phenomenon, focusing on four leaders in one New Zealand company who are regarded by other members of their organisation as transformational. With the use of discourse analysis, we explore an interaction with their followers guided by Berson and Avolio’s (2004) analysis of the communication behaviour associated with transformational leadership - careful listener, careful transmitter, and open communicator. Keywords: Co-leadership, transformational leadership, leadership enactment, discourse analysis INTRODUCTION This paper brings the co-leadership and transformational leadership theories together in a case study of a New Zealand organisation. Co-leadership, a concept first coined by Henan and Bennis (1999) in their book Co-leaders: The power of great partnerships, is described as two (or more) leaders in vertically contiguous positions who share the responsibilities of leadership. Here we provide a small case study to explore this phenomenon, focusing on four leaders in one organisation who are regarded by others as transformational. With the use of discourse analysis, we explore an interaction with their followers for evidence of both co-leadership and of the communication behaviour Berson and Avolio (2004) associate 1 with transformational leadership, i.e., careful listening, careful transmitting, and open communication1.
    [Show full text]
  • Effects of Three Dimensions of Shared Leadership on Team Members’ Perceptions on Trust and Team Performance
    Kansas State University Libraries New Prairie Press 2019 Conference Proceedings (Buffalo, New Adult Education Research Conference York) Effects of Three Dimensions of Shared Leadership on Team Members’ Perceptions on Trust and Team Performance Mirim Kim Texas A&M University, [email protected] Soo Jeoung Han Boise State University, [email protected] Follow this and additional works at: https://newprairiepress.org/aerc Part of the Adult and Continuing Education Administration Commons, Higher Education Commons, and the Leadership Studies Commons This work is licensed under a Creative Commons Attribution-Noncommercial 4.0 License Recommended Citation Kim, Mirim and Han, Soo Jeoung (2019). "Effects of Three Dimensions of Shared Leadership on Team Members’ Perceptions on Trust and Team Performance," Adult Education Research Conference. https://newprairiepress.org/aerc/2019/papers/41 This Event is brought to you for free and open access by the Conferences at New Prairie Press. It has been accepted for inclusion in Adult Education Research Conference by an authorized administrator of New Prairie Press. For more information, please contact [email protected]. 1 Effects of Three Dimensions of Shared Leadership on Team Members’ Perceptions on Trust and Team Performance Mirim Kim, Texas A&M University Soo Jeoung Han, Boise State University Abstract: We conducted a survey with teams to identify the underlying dimensions of shared leadership and examine the effects of shared leadership on the level of trust and team performance. Keywords: three dimensions of shared leadership, team trust, team performance Several scholars have stressed the importance of shared leadership and its impact on team performance in adult education settings (Han, Lee, Beyerlein, & Kolb, 2018; Mathieu, Kukenberger, D'innocenzo, & Reilly, 2015).
    [Show full text]
  • The Relationships Among Servant Leadership, Organizational Citizenship Behavior, Person-Organization Fit, and Organizational Identification
    The Relationships among Servant Leadership, Organizational Citizenship Behavior, Person-Organization Fit, and Organizational Identification Michelle Vondey Regent University, USA This study proposes that there is a relationship between servant leadership and organizational citizenship behavior (OCB) and that person-organization fit and organizational identification moderate that relationship. One hundred fourteen participants completed a cross-sectional self-report survey. Hierarchical regression analysis revealed that servant leadership behavior partially predicts organizational citizenship behaviors and that person-organization fit and organizational identification partially moderate the relationship between servant leadership and organizational citizenship behavior. One implication is that leaders who want to encourage citizenship behaviors among employees would do well to model those same behaviors toward others. There has been a flurry of interest in recent years surrounding a theory of servant leadership and the dimensions that make up the construct. What started out as a twofold concern of Greenleaf (1977) that individuals who want to tackle the problems of the world do so only intellectually, and that individuals who want to serve often miss the opportunity, servant leadership has become a theory for moral (Graham, 1991) and ethical (Sauser, 2005) leadership that focuses on follower development, community building, authentic leadership, and shared leadership (Graham, 1991; Laub, 2003; Sendjaya, Sarros, & Santora, 2008). Stone,
    [Show full text]
  • Using Shared Leadership to Achieve School Improvement Goals
    CORE Metadata, citation and similar papers at core.ac.uk Provided by Liberty University Digital Commons USING SHARED LEADERSHIP TO ACHIEVE SCHOOL IMPROVEMENT GOALS: A QUALITATIVE STUDY OF ONE HIGH SCHOOL’S JOURNEY by Leigh Ann Putman Liberty University A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Education July, 2012 Using Shared Leadership to Achieve School Improvement Goals: One School’s Journey by Leigh Ann Putman A Dissertation Presented in Partial Fulfillment Of the Requirements for the Degree Doctor of Education Liberty University, Lynchburg, Virginia July, 2012 APPROVED BY: Lisa Reason, Ed.D., Committee Chair Kristi Kilby Goodwin, Ed.D., Committee Member Barbara Leutz, Ed.D., Committee Member Scott Watson, Ph.D., Associate Dean, Advanced Programs 2 ABSTRACT This qualitative phenomenological study examined the impact of shared leadership committees on school improvement efforts. The research identified which leadership factors lead to successful shared leadership committees and which supports and structures were needed for the committees to be meaningful in regards to school improvement. Certified staff who had been a part of the shared leadership committees at one high school in a suburb of Atlanta, Georgia took part in the study. The participants were divided according to the committee on which they served and two were randomly selected two from each committee for participation in the study. All study participants completed an information gathering survey and some participated in personal interviews, focus groups, or observations with the primary researcher. These educators were selected because they experienced the phenomenon being examined. Surveys and interviews indicated that participants knew that there was a mission or vision statement, but could not articulate what it was.
    [Show full text]
  • The Role of Formal Leadership Styles and Organizational Efficacy
    Article Leadership 2018, Vol. 14(1) 110–133 Distributed leadership ! The Author(s) 2016 Reprints and permissions: in health care: The role sagepub.co.uk/journalsPermissions.nav DOI: 10.1177/1742715016646441 of formal leadership styles journals.sagepub.com/home/lea and organizational efficacy Franziska Gu¨nzel-Jensen Department of Management, Aarhus University, Denmark Ajay K Jain Department of Human Behaviour and Organization Development, Management Development Institute Gurgaon, India Anne Mette Kjeldsen Department of Political Science, Aarhus University, Denmark Abstract Management and health care literature is increasingly preoccupied with leadership as a collective social process, and related leadership concepts such as distributed leadership have therefore recently gained momentum. This paper investigates how formal, i.e. transformational, trans- actional and empowering, leadership styles affect employees’ perceived agency in distributed leadership, and whether these associations are mediated by employees’ perceived organizational efficacy. Based on large-scale survey data from a study at one of Scandinavia’s largest public hospitals (N ¼ 1,147), our results show that all leadership styles had a significant positive impact on employees’ perceived agency in distributed leadership. Further, organizational efficacy related negatively to employees’ perceived agency in distributed leadership; however, a mediatory impact of this on the formal leadership styles-distributed leadership relationship was not detected. These results emphasize
    [Show full text]