Forms of collective leadership, such as Distributed Leadership, have become increasingly important. The need for measurement of the variables involved in the delegation processes, represents a new challenge for organizations that want to ensure high-level working. The present research aimed to validate the Italian version of the Distributed Leadership Agency (DLA) and verify its applicability in different contexts. The study involved all the employees of an Italian public Hospital, which were selected to complete a survey on organizational perceptions. The sample (...) comprised 704 employees (doctors, nurses, clerks, staff workers, healthcare assistants, consultants, management). Multiple Confirmatory Factor Analyses (Maximum Likelihood) have been computed to explore the factorial structure of the DLA, along with associations with other work outcomes. Results clarified that the Italian DLA respects the tri-factorial structure of the construct, suggested by Yukl (2002), with good fit indexes and reliability; moreover, in line with the literature, DLA was strongly related to satisfaction, commitment, and trust. Results contribute to underline the robustness of the construct of distributed leadership agency in different cultural sectors, and provide a useful tool to be adopted in the Italian context. (shrink)

Drawing on the Huainanzi (The Master of Huainan), this article delineates an ancient Chinese understanding of distributed leadership. Accordingly, distributed leadership advocates the distribution of task that combines responsibility and authority; and the harmonious co-existence of the empowerment of others and positional authority. The distribution of responsibility and authority is undertaken by an exemplary leader who inspires others through one’s moral character and influence. Furthermore, distributed leadership infuses responsibility with positional, social and moral authority; harmonises the personal and interpersonal qualities (...) of leaders; and reinforces rational persuasion with role-modelling by the leaders. The notion of distributed leadership that is informed by the Huainanzi contributes to the existing literature by addressing a prominent challenge and a prevailing misconception concerning this leadership construct. In addition, the proposed account guides leaders to revamp organisational structure, implement staff deployment policies and lead on the basis of fairness and moral leadership. (shrink)

Thesis (Doctorate) - La Trobe University, 2012.

By the year 2000, the management of education in England had lost much of its capacity to ensure the commitment of headteachers and teachers. As market forces engendered competition among schools, the bureaucratic monitoring of schools by agencies of government increased on the grounds that objective and comparable data about schools should be made public so that parents could express a rational choice of school. Levels of stress increased; workloads intensified. Thereafter, a series of ‘softer’ approaches emerged in order to (...) deal with this. They have coalesced around the concept of ‘leadership’, particularly distributed leadership and, more recently, emotional leadership and spiritual leadership. Distributed leadership draws on socio-cultural activity theory; emotional leadership is informed by positive psychology; spiritual leadership by eastern mysticism. Each has its advocates and its critics. At issue, however, is not so much their relative effectiveness but rather it is to relate them to the economic, cultural and political trends which have allowed them to emerge. These ‘soft’ normative leadership approaches have not supplanted a digitally-informed rational bureaucratic form in education; they are supplementing it. The theoretical stance taken falls within the field of critical theory. (shrink)