Distributed Leadership Theory Analysis

In team leadership, the Hill Model is stated by Northouse (2016) as “to simplify and clarify the complex nature of team leadership and to aid leadership decision making for team leaders and members” (p. 366). This model has several key concepts and practices that this paper will look at and exploit the aspect of influence and processes that people in a groups or teams interact and the force within the group acting to unit all the members or leadership functions. Whether traditional leadership of teams or groups with a formal leader or a self-directed group with no specific leader all benefit from an shared leadership with the attention and focus of all members on the groups process dynamics. This is more so the case in virtual teams benefiting from shared leadership. Team-based structures in organizations have several positive characteristics and are capable of increasing production, allocation and use of resources, effective on making decisions and problem solving, increased quality and services as well as, fluent innovation and creativity, as listed by Parker (as cited in Northhouse, 2016, p. 364).

d different leadership styles, such as: the trait approach to leadership the behavioural school (McGregor, Blake and Mouton) the contingency or situational school (Fielder, Hersey-Blanchard, Tannenbaum and Schmidt, Adair) leaders and followers (Servant Leadership, Team Leadership, Transactional and Transformational) dispersed leadership The key responsibilities of the leadership role in terms of: taking responsibility contributing to overall vision and goals setting and providing guidance on values setting direction for significant programmes or projects stimulating innovation and enterprise anticipating, planning for and leading change overcoming obstacles delegating setting objectives for teams and individuals communicating and motivating supporting and developing programmes, projects, teams and individuals modelling appropriate behaviour representing the team and feeding back its experiences and views protecting the team and its members Assessing the impact of different leadership styles Organisational values and acceptable standards of behaviour in the organisation Organisational values and organisational purpose, vision and mission Management Standards Centre (MSC)

The authors also found that from their study, improved communication processes increased; being respected and understood increased and supporting/sharing leadership increased; which in turn created a more collaborative and successful

Shared or collective leadership is best described as the leadership style that incorporates every team member as a leader. Leadership is claimed by the entire team not just individual managers. The decisions and who makes them is distributed and aligned between individuals and their respective areas of responsibility. This style of collective leadership is structured in a multi-directional and transparent manner within a flattened hierarchy. Direction, decisions, and communication is generated and dispersed within the team of leaders. With this style of leadership responsibility for the success of an organization or an idea is distributed amongst the leadership team.

There are a number of theories that can be employed by the leaders in different organization. The first theory is the direct leadership theory; this is a type of leadership where leaders are mainly concerned with the productivity, the outcomes, and efficiency. The leaders use the action-and-outcome approach to get the goal achieved. The leader is less concerned in the aspect of creating a rapport between the employees. This theory can work best organization which is global, since the employees do not directly relate with their leader. The second leadership theory is the supportive

Amanchukwu, R. N., Stanley, G. J., & Ololube, N. P. (2015). A review of leadership theories,

Identify and explain a workplace leadership and management role familiar to you. Describe how the role aligns with leadership theory.

What is Leadership? The leader is a member that directs and coordinates tasks that are relevant to the company. To be a considered leading individual you must either be appointed as a leader. The leader must be willing to do everything and anything possible to ensure that the group is organized and is one. As a leader, you have the power to control rewards and much more.

Distributed leadership grants access to and a theoretical and investigative outline to study leadership across an organization. Even though inquiries concentrate a great deal on distributed leadership, in the area of special education and inclusion, restructure to help clear up the wide ranging roles held by principals, teachers, and other staff. This simply explains how their actions contribute to inclusive change (Billingsley, 2012). Leadership is spread across an organization, in a distributed framework. It also takes in collaborative proceedings across a range of traditional and non-traditional leaders. Furthermore, it spread out beyond easy task assignment to deep rooted stages of connections and shared action.

The number of businesses managing complex versus complicated environments is increasing due to the change in the overall business environment, and often multi-geo location workforce. Distributive leadership is used on organizations needing to manage complex environments (Jones et al., 2012). Distributed leadership encompasses the organizational context, culture, changes occurring in the organization, relationships and the work to be done (Jones et al., 2012). Leaders who manage cross-functional work excel the functional based leaders work together to resolve challenges the teams are facing as a whole, not specific to individuals (Muethel, Gehrlein, & Hoegl,

The Tannenbaum-Schmidt Leadership Continuum Theory is a simple model of leadership theory which shows the relationship between the level of freedom that a manager chooses to give to a team, and the level of authority used by the manager. As the team 's freedom is increased, the manager 's authority decreases. While the Tannenbaum and Schmidt model concerns delegated freedom to a group, the value of being able to apply different levels of delegated freedom closely relates to the 'levels of delegation ' on the delegation practice.

Chapter sixteen discusses various leadership theories which can implemented by leaders to achieve success. The choice of leadership theory differs from leader to leader as they possess different vision and way of managing. A theory isn 't always perfect in itself, it is the endless effort of the leaders which makes the theory a perfect one. Two approaches of leadership that I prefer are Situational Leadership Theory and Servant Leadership Theory. Among many theories I prefer these two because I tend to practice those principles most of the time and I assume these are theories that I truly tend to continue in a long run.

The foremost is the joining of two leader minds, skills, abilities and leadership styles. The weak points of one leader can be conquered by the strengths of the other leader. One leadership style has many strengths and flaws where the merger of two different leadership styles can be advantageous in this respect. The authorities and the task can be distributed among the leaders which enable them to focus on their certain task and responsibility. Thus, it shares the work load of the leader and leader can fully focus on the particular responsibility. But, on the other hand this sharing of work may become the reason of conflict among the leaders in case of inappropriate distribution. The authority level also creates obstacles in this idea and the difference in perception and to work in a team may also arise as the weakness of this

Conventionally, leadership had been long assumed to be thought of the following of a group or many a groups under a single leader, as described in Peter Gronn 's article "Distributed Leadership as a unit of analysis.” However, according to Gronn, this traditional form of thinking where one person or unit rules all (“leadership is basically doing what the leader wants done”) is faulty and ultimately leads to a counterproductive performance from the group as a whole, as everything falls upon one layer of responsibility. In addition, he identifies three major chinks in the solo-style leadership model’s armor: the almost-too simplistic dualism of the “leader-follower” set-up; the exact qualifications of what constitutes a leader and said leader’s leadership (which harkens back to the classic English idiom, “Who died and made you king?”); and anti-leadership, which as its name suggests, is the dismay of the idea of any form of necessary leadership. Rather, what the article suggests is leaning towards the opposite end of the spectrum; a multilayered infrastructure of leadership and command - a “distributed leadership.” What is distributed leadership, exactly? "Distributed Leadership for learning and teaching is a leadership approach in which collaborative working is undertaken between individuals who trust and respect each other’s contribution. It occurs as a result of an open culture within and across an institution. It is an approach in which reflective practice is an integral

Despite the advantages associated with a shared leadership approach, some disadvantages also exist. One disadvantage originates from individual interpretations of teamwork (Baghai & Quigley, 2012). In other words, not all people in a work environment view working together the same, posing a leadership challenge to clearly delineate the organization’s concept of team. Other disadvantages arise when workers chose to bypass or overlook some team members, or when an individual lacks the confidence to exhibit leadership skills resulting in organizational loss of leadership potential (Pearce, Wassenaar, & Manz, 2014).