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Distributed leadership: according to the evidence

Distributed leadership: according to the evidence Purpose – This paper aims to provide an overview of the literature concerning distributed leadership and organisational change. The main purpose of the paper is to consider the empirical evidence that highlights a relationship between distributed leadership and organisational outcomes. Design/methodological approach – The paper draws on several fields of enquiry, including organisational change, school effectiveness, school improvement and leadership. It systematically analyses the evidence in each field and presents a synthesis of key findings. Findings – The evidence shows first, that there is a relationship between distributed leadership and organisational change, second, that there is evidence to suggest that this relationship is positive and third, that different patterns of distribution affect organisational outcomes. Originality/value – The significance and originality of this paper lies in the fact that it: takes a normative position on distributed leadership and is chiefly concerned with the question of organisational impact; demonstrates the importance and necessity of further research about the way in which distributed leadership influences organisational outcomes; and acknowledges the methodological challenges in conducting research on distributed leadership but argues that such research will make a significant contribution to knowledge and theory generation in the leadership field. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Educational Administration Emerald Publishing

Distributed leadership: according to the evidence

Journal of Educational Administration , Volume 46 (2): 17 – Mar 21, 2008

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0957-8234
DOI
10.1108/09578230810863253
Publisher site
See Article on Publisher Site

Abstract

Purpose – This paper aims to provide an overview of the literature concerning distributed leadership and organisational change. The main purpose of the paper is to consider the empirical evidence that highlights a relationship between distributed leadership and organisational outcomes. Design/methodological approach – The paper draws on several fields of enquiry, including organisational change, school effectiveness, school improvement and leadership. It systematically analyses the evidence in each field and presents a synthesis of key findings. Findings – The evidence shows first, that there is a relationship between distributed leadership and organisational change, second, that there is evidence to suggest that this relationship is positive and third, that different patterns of distribution affect organisational outcomes. Originality/value – The significance and originality of this paper lies in the fact that it: takes a normative position on distributed leadership and is chiefly concerned with the question of organisational impact; demonstrates the importance and necessity of further research about the way in which distributed leadership influences organisational outcomes; and acknowledges the methodological challenges in conducting research on distributed leadership but argues that such research will make a significant contribution to knowledge and theory generation in the leadership field.

Journal

Journal of Educational AdministrationEmerald Publishing

Published: Mar 21, 2008

Keywords: Distributive control; Leadership; Organizational development; Organizational change; Professional education

References