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- Vol 6 RE: Chapter 5
distributed leadershiphybrid leadershipleadership configurationsorganisational hierarchypower distributionleadership accountabilityJournal article Evidence summaryAt a glance
Gronn reassesses distributed leadership after the concept’s rapid theoretical and practical adoption. He argues that distributing influence is not historically new and that contemporary accounts have often neglected earlier small-group and division-of-labour scholarship.
Key ideas
The label can also obscure continuing hierarchy, power, and patterned combinations of individual and collective leadership. Rather than treating focused and distributed leadership as opposites, Gronn proposes attention to hybrid configurations in which formal leaders, informal contributors, teams, routines, and situational demands combine differently over time. Distribution is not synonymous with democracy: influence can be dispersed while authority and control remain unequal. Nor does a larger number of leadership actors guarantee coordination or effectiveness.
Why it matters
The article calls for stronger conceptual distinctions and empirical methods capable of examining actual configurations, their antecedents, and their consequences. For educational organisations, the implication is to map who influences what, through which interactions and structures, with what accountability and outcomes, rather than celebrating distributed leadership as an inherently collaborative reform or simply renaming delegated work.
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- TE
- Teacher Edition
- PE
- Practice Edition
- RE
- Research Edition
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