Chatwani Distributed Leadership

The Dynamics of Balancing Leadership with Followership
1. Auflage 2018
ISBN: 978-3-319-59581-8
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 302 Seiten

Reihe: Palgrave Studies in Leadership and Followership

Addressing the area of shared leadership, also known as collective or distributed leadership, this edited book embraces the underlying idea that leadership is a dynamic process that intersects closely with followership. While some authors present rigorously researched qualitative and quantitative case studies that investigate the dynamics of followership in distributive leadership in terms of collective decision-making, leadership identity, roles and demographic composition of groups in a variety of settings, other authors take a critical look at distributed leadership models by viewing them through the lens of nature and ecosystems as well as human development processes. The chapters aim to inspire readers to challenge the current definition of leadership and explore more inclusive and holistic paradigms. Distributed Leadership provides a comprehensive and constructive contribution to the field of leadership and will be an essential read for academics and scholar-practitioners interested in business management.

Neha Chatwani is Adjunct Professor of Human Resource Management at the Vienna University of Applied Sciences, Austria. She is the founder of the workplace atelier, which focuses on providing services in strategic change management bricolage for leadership.

Autoren/Hrsg.

Chatwani, Neha

Inhaltsverzeichnis

1;Foreword;6
1.1; The Leadership–Followership Interdependency: From Knowledge to Action Through Collective Intelligence and Systems Thinking;6
1.1.1;The Idea;6
1.1.2; Distributed Leadership Fundamentals;7
1.1.3; Distributed Leadership Manifestations;8
1.1.4; Systemic Design for Curating Possibility;9
1.1.5; Concrete Potentials;11
1.1.6; References;14
2;Preface: Why This Book?;15
3;Series Editorial Board;17
4;Series Note;18
5;Contents;24
6;List of Figures;26
7;List of Tables;28
8;1: Exploring Distributed Leadership: A Leader–Follower Collaborative Lens;29
8.1; Defining Leadership;31
8.2; Why Animals?;32
8.3; Guppies and Stickleback Fish;33
8.3.1; Guppies;33
8.3.2; Stickleback Fish;35
8.4; Wolves;39
8.4.1; Dominance and Leadership;40
8.4.2; Collaboration and Leadership;42
8.5; Discussion;44
8.6; Conclusion;47
8.7; Notes;47
8.8;References;48
9;2: Followership Engagement in Hybrid Distributed Leadership;54
9.1; Introduction;54
9.2; Methodology;57
9.3; Observations;74
9.4; Notes;77
9.5;References;77
10;3: Investigating the Dynamism of Change in Leadership Identity;79
10.1; Introduction;79
10.2; The Case of an Aggressive Implementation of Shared Leadership;82
10.3; Research Method;83
10.4; Data Collection;84
10.5; Data Analysis;85
10.6; Results in a Nutshell;90
10.7; The Vertical Leader Identity;91
10.8; Broken Leadership Sense;92
10.9; Protective Identity Work;94
10.10; Restructuring Identity Work;95
10.11; The Importance of Sense-Giving;96
10.12; Shared Leader Identity;97
10.13; Lost Leader Identity;98
10.14; Conclusions and Discussion;100
10.15; Crafting a New Deal Between Leaders and Followers;101
10.16;References;102
11;4: From Followership to Shared Leadership: The Changing Role of the Patient in the Healthcare Team;111
11.1; What Is a Healthcare Team?;113
11.2; Leadership, Followership, and Team Roles;117
11.2.1; Shared Leadership and Followership;119
11.2.2; Shared Leadership and Followership in the Healthcare Context;120
11.2.3; Followership Toward Shared Leadership;121
11.3; Team Context and Patient Factors;123
11.3.1; Team-Context Factors;124
11.3.2; Patient Factors;127
11.4; Conclusion and Directions;131
11.5; Note;133
11.6;References;133
12;5: Investigating Team Performance in Generation Y in Delhi (India);139
12.1; Introduction;139
12.1.1; Generation Y and Shared Leadership;142
12.2; Hypothesis Development and Measures;143
12.3; Measures;145
12.3.1; Shared Leadership;145
12.3.2; Team Performance;146
12.4; Research Framework;147
12.5; Results;147
12.5.1; Sample Profile;147
12.5.2; Hypothesis Testing;148
12.5.3; Testing the Structural Model;150
12.6; Findings and Managerial Implications;154
12.7; Limitations and Future Directions;158
12.8; Notes;159
12.9;References;159
13;6: Fostering Creative Engagement Through the Use of Collaborative Visual Mapping;165
13.1; Creative Engagement: A Method for Curating Distributed Leadership in Diverse Groups;165
13.2; Studying Creative Engagement;166
13.3; Shifting Paradigms as a Foundation for the Emergence of DL;169
13.4; Meaning-Making Through the Visual Sense;171
13.5; Case Study: Creative Engagement in Diverse Groups;173
13.5.1; Research Design;173
13.5.2; Data Collection, Data Processing, Data Analysis;173
13.5.3; Validity;177
13.5.4; Results;178
13.5.5; The Gallery Walk;181
13.5.6; Class Debrief;182
13.5.7; Member Check;183
13.6; Findings Relevant to DL;184
13.6.1; Role Development;184
13.6.2; Group Flow;186
13.6.3; Groupthink;187
13.6.4; Cultural Indications;189
13.6.5; Map Reflections;192
13.7; Implications for DL;193
13.8;References;198
14;7: A Methodology for Enabling Collaboration Inspired by Enrique Pichon-Rivière;202
14.1; Introduction;202
14.2; The Work of Enrique Pichon-Rivière;204
14.3; A Methodology for Enabling Group Collaborative Leadership;205
14.3.1; Operative Partnership Methodology;208
14.3.2; Basic Concepts of the Methodology;210
14.3.3; Pre-task, Task, and Project Phases of Group Relatedness;212
14.3.4; Assigned Roles of the Methodology;214
14.3.5; Unassigned Social-Dynamic Roles;216
14.3.6; Inverted Cone to Evaluate Group Progression;219
14.3.7; Process Used in Applying the Method;224
14.4; Conclusion: The Creation of a Group-CROS;225
14.5; Final Thoughts on Using the Methodology;226
14.6; Notes;227
14.7;References;227
15;8: Human Developmental Processes as Key to Creating Impactful Leadership;230
15.1; Introduction;230
15.2; Hypothesis Tested;233
15.3; Adult-Developmental Perspective;235
15.4; Of Different Minds: Stages, Zones, and Tasks;241
15.4.1; Stage S2: The Instrumentalist Mind;242
15.4.2; Stage S3: The Socialized or Other-Dependent Mind;242
15.4.3; Stage S4: The Authoring Mind;243
15.4.4; Stages S5 and Beyond: The Self-Aware Mind;244
15.5; Understanding and Respecting Degrees of Developmental Readiness of Circle Members;245
15.6; The Need for Deliberately Developmental Organizations;253
15.7; Testing the Hypothesis: Outcomes in the Organization;254
15.7.1; Interpretation;256
15.7.2; Consequences for Initiators of Shared Leadership;257
15.7.3; Paying Attention to S3 Individuals;260
15.7.4; Paying Attention to S2 Individuals;261
15.8; Conclusions;261
15.8.1; Food for Thought;262
15.9; Notes;263
15.10;References;264
16;9: Following Nature’s Lead;267
16.1; Following Nature’s Lead;267
16.2; World Wide Web;270
16.3; Boundaries, Just Go with the Flow;274
16.4; Stability;277
16.5; Resilience;278
16.6; Resistance;281
16.7; Redundance;281
16.8; Synergy;283
16.9; Conclusion;286
16.10;References;288
17;Index;292