Emergence and enactment of distributed leadership: contextual enablers and blocks during periods of strategic change
Distributed leadership (DL) is recognized as a key enabler for governance of organizations. Although researchers have focussed extensively on the normative and descriptive conceptualizations of DL, the impact of context on the practice of DL is not yet well understood. This study provides evidence related to the individual and institutional factors that impact the emergence and enactment of DL during strategic change implementation in a higher education institution. Findings mapped against the Action Self Enabling Reflective Tool (ASERT) by Jones et al. (2012), provides evidence that at an individual level, resilience, proactiveness and growth-fostering outcomes impact the emergence and enactment of distributed leadership. At an institutional level, the mobilization of change through DL is impacted by the culture and context.
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