文献类型：期刊文献

英文题名：Rethinking distributed leadership: dimensions, antecedents and team effectiveness

作者：Feng, Yanan[1];Hao, Bin[2];Iles, Paul[3];Bown, Nicola[4]

机构：[1]Univ Nottingham, Business Sch, Nottingham, England;[2]East China Univ Sci & Technol, Sch Business, Shanghai, Peoples R China;[3]Glasgow Caledonian Univ, Sch Business & Soc, Glasgow, Lanark, Scotland;[4]Univ Leeds, Business Sch, Leeds, W Yorkshire, England

年份：2017

卷号：38

期号：2

起止页码：284

外文期刊名：LEADERSHIP & ORGANIZATION DEVELOPMENT JOURNAL

收录：;WOS:【SSCI(收录号:WOS:000399080800009)】；

基金：This study was supported by the National Natural Science Foundation of China under Grant No. 71372078 and No. 71102067, as well as Shanghai Pujiang Program under Grant No. 14PJC021.

语种：英文

外文关键词：Distributed leadership; Dispersed leadership; Team performance

摘要：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. The purpose of this paper is 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 systematic framework of DL and team effectiveness by deriving eight research propositions. Findings - Based on two perspectives, role space occupation and dependency of actions, 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 (LTC) 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, the authors address the question of what constitutes DL by conceptualizing its dimensions. Second, the authors extend the DL literature by arguing and modeling how different contexts influence the fulfillment of DL. Third, the authors develop an analytical framework of DL - the "LTC" framework - to help build a foundation and guide further research on the relationships between DL and team performance.