Concepts of Community: A Framework for Contextualizing Distributed Leadership

Abstract

This review of the literature on community and distributed leadership marks out the potential for a more context-rich understanding of the nature of leadership. We begin by reviewing the literature on distributed leadership, noting a shift from clichéd ideals to more structured frameworks. We then highlight the need to further contextualize notions of distributed leadership before going on to identify a number of concepts relating to community that are useful for theoretical reflection, research and practice. These concepts are symbolism, a sense of belonging, a sense of community, individualism, values and ethics, language, dialect and discourse, liminality and friendship. We also develop a discussion around postmodern views of community and the importance of recognizing multiple belonging and multiple identities. From the review we develop areas of reflection for theory, research and practice regarding distributed leadership and the concept of community. We highlight practical implications from the review by discussing the importance of taking these ideas into consideration in management and leadership development initiatives and in managerial practice in general.

Rethinking distributed leadership: dimensions, antecedents and team effectiveness

“…However, individualism is also considered to be compatible with collective participation (Edwards 2011). We argue that this apparent paradox may be resolved if we consider the different dimensions of DL.…”

Sustainability of the Self–Harnessing Natural Cycles for Leadership Development

“…In parallel with this it has been argued that approaches to leadership should reconnect with context and community enabling a more critical, inclusive and creative perspective of leadership development (Edwards, 2011;Edwards et al, 2013). A critical strand of the leadership literature is seeking to demonstrate that leadership development should avoid suggesting that leadership is a fixed identity or role and encourage an awareness of the multiple roles (leader, follower and both) that individuals find themselves playing at different times (Ford, 2010).…”

Liminality at Work : Mobile Project Workers In-Between

“…Organizational liminal spaces can exist both within organizational boundaries (Bar-Lev & Vitner, 2012;Wagner et al, 2012) and outside them (Edwards, 2011;Johnson et al, 2010;Sturdy et al, 2006;Taminiau et al, 2011). For example, liminal spaces within organizational boundaries can occur when external decisions place the organization into a sort of chaos, when ambiguity and anti-structure prevails within the organization (BarLev & Vitner, 2012).…”

“…For example, liminal spaces within organizational boundaries can occur when external decisions place the organization into a sort of chaos, when ambiguity and anti-structure prevails within the organization (BarLev & Vitner, 2012). Liminal spaces outside the organization occur when work is performed in places outside the geographical boundaries of the organization where other traditions, norms, and structures regularly prevail; for example, during business meals during which leisure-work boundaries are often blurred (Sturdy et al, 2006;Taminiau et al, 2011), or when work is performed in places such as airports or during commutes (Edwards, 2011). Yet another example would be when people are removed from the organization to attend to workshops, in which people can "think and act in ways that are distinct from the everyday" (Johnson et al, 2010(Johnson et al, : 1591.…”