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distributed, Distributed Leadership (shared management) - Coggle Diagram
distributed
Distributed Leadership (shared management)
Benefits
productivity-collegaues having ownership of work promotes trust and independence. encourages commitment engagementdeveolpemnt and generally improves quality
disperese decision making from indidiual to group
increases the number of people designated leadership roles and responsibilities in an organisation
many organosations tend to focus on creating a structure in which there are multiple leadership roles >responsibilities are delegated and leadership team over sees the direction of the organisation
group output gretaer than individual input
people with wothout formal leadership roles collaborate their skills and influence one another
power is shared tin influence success
interactive/collaboration/continous feedback/share responsibily
people with different kind of expertisecontribute to leadership and dispersed throutout the company
so better thought out solutions are made
leadership involves many people but focusses not just on those people as individuals but more iportanntly on the ways in which thye interact
gives experts authority to achieve goals without checking for approval-tasks are completed more efficiently
speed-far less politics when power evenly distributed
empower others to lead
avoid over independence on individuals acessing multiple areas of knowledge and expertise potentially improving performance arguning contemp needs to be inclusive rather than elite approach
innovation-grants more space for creativity and collaboration. employess are more likely to interact with their colleagues share experience and knowledge and benefit from a stronger connection
talent retention- everyone gets the chance to lead and determine their own path.
intro
popular in education institutes
formal leadership roles and tasks are distributed more widely than traditional senior management roles
focus on interaction
how people with formal leadership roles influence each other
often a structure is created in which there are multiple leadership roles /responsibilities are delegated and a leadership team oversees the direction of the organisation
moving to distributed ill mean changed for both structure and practice
Gronn/spillane the who and the how
who-involves multiple indivduals at different levels with different types of expertise with or wothout formal positions
how- focusses on practice rather than personal attributescan be observed in the interactions between different individuals and between individuals and their situations or context
doing with rather than doing to
idea of learning organisation recognising it must adopt to changing social and economic enviroment
prioritise development for whole team rather than just senior
open to ideas expertise and knowledge enabling to deal with hchallenges in society
limitations
accountability-who is taking reponsibilty when things go wrong? clear definitions or which roles and responsibilities are responsibile for specific duties or outcomes to ensure accountability is retained
slows down decision making process leaders cabn also find themselves feeling powerless when important decision needs to be made
cretaes an expectation of importance- leaders expect their views to be heard.people can feel excluded and look elsewhere for employment
generates uncertainty- diverse option create strength overtime however when a critical decision needs ot be made this style can cause a lack on confidence.
having one leader who could override would the consensus but negates many of the benefits which come with this style.
requiresd leaders to have specified experinece- niche experts provdiding critical feedback to the company nwhile they help team and division grow unexperience staff could cause a disaster
even though multiple people are involved in leadership each leader must still have the capabilitiy of making critical decision when necessary.
can foster arguments-if common vision is not shared or steps not reached can beome fraught creating disharmony.
only successful when infuential leaders promote,enable and modelled by key individuals
depends on climate of truat between staff at all levels
doesnot reflect all characteristics of collective leadershiop
collective is shared
distributed
draws on skills and resources of different people
realtional
inclusive
can still exclude people withoutsenior positions
the chief exec word could still be law
distributed could be referred to implemenetion rather than as decision maiking
Summary
the pros and cons show when more people are involved there is greater creativity,diversity and empowerment.
at the cost of speed/accountsability and confidence
recognising negative elements can limit influence and take advantage of all benefits without much fear of losing industry influence
neither a model or a style- a way of thinking about leadership that moves attention away from traditional focus on ones individual skills/competencies/charcterstics/activities
rejects idea theres a clear distinction between leader and follower
focusses on how leadrship happens int he interaction between indivduals at all levels
3 characterisitcs organisations adopting a distributed model
first-roles and responsibilities are distributed amongst team rather than the small elite group.
responsibilities may reflext exisiting expertise or require people to acquire new skills so the who of leadership is many people at different levels who can contribute different kinds of knowledge and expertise
second-characyerized by teams or forums which provide the structure for processes of interaction and decision making.
the how of leadership is therefore often focused on how people lead together on a small scale in teams and on processes of shared decision making.
the third is a result of the first two organisations that adopt this leadership pay attention to growing leaders because there is a need for continuing supply of people willing to step into leadership responsibilities and develoip new ares of knwledge and expertise
questions to ask
who is involved at emerald
how do they interact
identify benefits of adopting distributed leadership at emerald
identify any potential challenges or negative consequences of adopting emerald 's model of ditributed leadership