The role of the principal in fostering the development of distributed leadership

Murphy, Joseph; Smylie, Mark A.; Mayrowetz, David; Louis, Karen Seashore

doi:10.1080/13632430902775699

Cited by 113 publications

(136 citation statements)

References 31 publications

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“…In the distributed leadership literature, scholars generally emphasize organizational culture and organizational structure as the main drivers for the development of distributed leadership (Leithwood et al 2007;Murphy et al 2009;Woods et al 2004). In particular, flat organizational structures that provide opportunities for collaboration among employees encourage the distribution of leadership (Leithwood et al 2007).…”

Section: Perceived Autonomy As An Antecedent Of Distributed Leadershimentioning

confidence: 99%

“…Referring to Archer's (1982) theory of analytical dualism, we propose that autonomy is a structural feature that encourages individual action, especially employees' active participation in leadership tasks. Although there is qualitative evidence (Fitzgerald et al 2013;Leithwood et al 2007;Murphy et al 2009) indicating that employee autonomy as an essential factor to facilitate distributed leadership, to date, no quantitative studies have investigated the positive impact of autonomy on DLA. Addressing this issue, in the present research we use a two-wave design to examine the importance of employees' autonomy as an antecedent of DLA.…”

Section: Introductionmentioning

confidence: 99%

“…Considering factors that promote DLA, particular types of organizational culture and decentralized, flat organizational structures seem to encourage distributed leadership (Leithwood et al 2007;Murphy et al 2009;Woods et al 2004). There is evidence to suggest that control and autonomy play an important role in the development of distributed leadership (Conger and Kanungo 1988;Woods et al 2004).…”

Section: Introductionmentioning

confidence: 99%

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Distributed Leadership Agency and Its Relationship to Individual Autonomy and Occupational Self-Efficacy: a Two Wave-Mediation Study in Denmark

2017

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The purpose of the present study is the investigation of distributed leadership agency (DLA). DLA is an activity-based concept, which is defined as employees' active participation in leadership tasks. By combining a descriptive and a normative approach DLA has the potential of real employee empowerment. It can protect from arbitrary managerial power and lead to employees' personal development through sharing organizational resources, influencing leadership activities and joint decision making in companies. The study examines individually perceived autonomy as an antecedent and employees' occupational self-efficacy as an outcome of DLA over time. Furthermore, the study tests the mediating role of DLA on the autonomy -selfefficacy relationship. The two-wave study applied an online survey in a Danish municipality with a time lag of seven months. We used regression analyses for testing the cross-sectional as well as cross-lagged relationships and an autoregressive model for analyzing the half-longitudinal mediation. The results revealed a significant positive effect of DLA on employees' occupational self-efficacy cross-sectionally at Time 1 (n = 117) and Time 2 (n = 67), as well as cross-lagged (n = 67). The cross-sectional and cross-lagged findings also support a significant positive impact of autonomy on DLA. However, DLA only mediated the autonomy-self-efficacy relationship cross-sectionally, but not over time. Computed alternative causal models corroborate the proposed direction of our hypothesized relationships. These results provide first evidence that structural features such as autonomy are timely prior to action-related behavior (DLA), and that participating in leadership tasks enhances employees' occupational self-efficacy.

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Section: Perceived Autonomy As An Antecedent Of Distributed Leadershimentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Distributed Leadership Agency and Its Relationship to Individual Autonomy and Occupational Self-Efficacy: a Two Wave-Mediation Study in Denmark

2017

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“…researchers (Leithwood et al, 2006;murphy et al, 2009;Harris, 2012;Obadara, 2013, etc. ) acknowledge that successful management of external and internal changes in organisations are determined by personality and leadership abilities of their heads.…”

Section: Discussionmentioning

confidence: 99%

Possibilities of Distributed Leadership Development in the Context of Changes: A Case of Pre-school Education Institutions

Dambrauskienė

Liukinevičienė

2017

Management of Organizations: Systematic Research

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The article discusses distributed leadership of pre-school education institutions in the context of changes. based on theoretical research data, it is possible to state that Lithuanian legal documents, the administrative environment, and specifics of institutions' activity create vast possibilities for development of distributed leadership in these organisations. Keywords: distributed leadership, formal leader, pre-school education institution. straipsnyje analizuojamos ikimokyklinio ugdymo įstaigų pasidalytosios lyderystės plėtojimo galimybės pokyčių kontekste. remiantis teorinio tyrimo duomenimis, galima teigti, kad Lietuvos teisiniai dokumentai, administracinė aplinka, įstaigų veiklos specifika sudaro plačias galimybes pasidalytosios lyderystės plėtojimui šiose organizacijose. Raktiniai žodžiai: pasidalytoji lyderystė, vadovas, ikimokyklinio ugdymo įstaiga.

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“…Many authors have explored "leadership through influence" as the concept of distributed leadership: Sergiovanni (2001) And the concept of distributed leadership has been even further explored (Katzenmeyer & Moller, 2001;Harris, 2004Harris, , 2008Frost & Harris, 2003;Murphy et al, 2007;Murphy, Smylie, Mayrowetz, & Louis, 2009;Lambert, 2007). However, in this chapter, we draw on research (Crowther et al, , 2009(Crowther et al, , 2011(Crowther et al, , 2013 to present our view of leadership, that is, parallel leadership: a process whereby teacher leaders and their principals engage in collective action for purposes of schoolwide development and revitalisation.…”

Section: Distributed Leadershipmentioning

confidence: 99%

Leading with Moral Purpose: Teacher Leadership in Action

Conway

Andrews

2016

Leadership in Diverse Learning Contexts

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Mutualistic goal setting enables members of the school community to reinvigorate and build on the past in order to establish clear goals for the future. That past in the case study schools of this chapter is steeped in the various foundations of the schools and manifests in explicit values for action, bringing life to the moral purpose of the school. Teacher leaders emerge from the process with zest for open and active work in parallel with their meta-strategic leaders. They lead with members of the professional community, bringing to life in classrooms the underpinning values of the school's vision for learning. This chapter draws on examples of teacher leaders working in schools that have engaged with the school improvement process of IDEAS (Innovative Designs for Enhancing Achievement in Schools) and are leading significant new pedagogical action. Guided by the school improvement process based on building capacity for the alignment of school components through parallel leadership, mutualistic goal setting and collective responsibility, these teachers exemplify leadership that is underpinned by allegiance to an explicit set of values guided by a vision for learning.Each school is different and each teacher leader demonstrates recognised qualities of critical self-reflection, networking, and advocacy for improved student achievement from a contextually relevant vantage point of moral purpose. The result is an identified style of leadership, underpinned by moral purpose, whereby teacher leaders in concert with their metastrategic principal actively engage in the articulation of their school's values and vision for learning through pedagogical leadership and strategic planning.

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The role of the principal in fostering the development of distributed leadership

Cited by 113 publications

References 31 publications

Distributed Leadership Agency and Its Relationship to Individual Autonomy and Occupational Self-Efficacy: a Two Wave-Mediation Study in Denmark

Distributed Leadership Agency and Its Relationship to Individual Autonomy and Occupational Self-Efficacy: a Two Wave-Mediation Study in Denmark

Possibilities of Distributed Leadership Development in the Context of Changes: A Case of Pre-school Education Institutions

Leading with Moral Purpose: Teacher Leadership in Action

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