Exploring the relationship between distributed leadership and power : A case study from the shipbuilding industry
Heikkilä, Emma (2018-02-27)
Exploring the relationship between distributed leadership and power : A case study from the shipbuilding industry
Heikkilä, Emma
(27.02.2018)
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Turun yliopisto
Tiivistelmä
Distributed leadership is reflecting a shift in the ontology of leadership from the traditional approach focusing on leader-follower interaction towards viewing leadership holistically as processes and acknowledging the role of informal leadership practices. A question of power comes evidently to the picture, especially when the leadership processes are taking place between two organizations. Distributed leadership literature has been accused of a too romantic perspective, thus the paradigm is in dire need of empirical evidence on the relationship between distributed leadership and power. This study explores the relationship between distributed leadership and power through the concepts of leadership configuration and power balance in the context of an inter-organizational partnership in the shipbuilding industry.
The research was executed as a single case study utilizing interviews, participant observation and document analysis to fulfill the purpose of the study. Altogether fifteen managers, directors and executives were interviewed during September and October in 2017 from both organizations, the ship owner and the builder. The observations, where shared meetings between the organizations in all working levels were observed, took place between June 2017 and January 2018 during the concept development phase of a one of the largest and most expensive cruise vessels ever built. Also, shared documents such as process descriptions, collaboration model and other contract material were analyzed. A leadership configuration between the two organizations is presented utilizing a framework created for the purpose and power balance emerging between the two organizations is discussed using Lukes’ power dimensions and the three levels of power: micro-level personal influence, meso-level organizational power and macro-level dynamics.
Results suggest that the leadership configuration and power balance share a dynamic relationship as leadership configuration can affect power balance through formal assigning processes and power balance can affect leadership distribution through informal adjusting processes. Last, and maybe the most significantly, a model for conceptualizing distributed leadership by utilizing the DAC framework by Drath et al. is presented and it is suggested that distributed leadership would take an exhaustive role of describing leadership practices producing direction, alignment and commitment. The study contributes to the development of the DAC framework by offering an explanation on the nature of the relationship between power and distributed leadership practices as dynamic and two-directional. Findings suggest that the nature of power is capacity-like and separate from the individual and collective leadership beliefs as suggested in the previous studies.
The research was executed as a single case study utilizing interviews, participant observation and document analysis to fulfill the purpose of the study. Altogether fifteen managers, directors and executives were interviewed during September and October in 2017 from both organizations, the ship owner and the builder. The observations, where shared meetings between the organizations in all working levels were observed, took place between June 2017 and January 2018 during the concept development phase of a one of the largest and most expensive cruise vessels ever built. Also, shared documents such as process descriptions, collaboration model and other contract material were analyzed. A leadership configuration between the two organizations is presented utilizing a framework created for the purpose and power balance emerging between the two organizations is discussed using Lukes’ power dimensions and the three levels of power: micro-level personal influence, meso-level organizational power and macro-level dynamics.
Results suggest that the leadership configuration and power balance share a dynamic relationship as leadership configuration can affect power balance through formal assigning processes and power balance can affect leadership distribution through informal adjusting processes. Last, and maybe the most significantly, a model for conceptualizing distributed leadership by utilizing the DAC framework by Drath et al. is presented and it is suggested that distributed leadership would take an exhaustive role of describing leadership practices producing direction, alignment and commitment. The study contributes to the development of the DAC framework by offering an explanation on the nature of the relationship between power and distributed leadership practices as dynamic and two-directional. Findings suggest that the nature of power is capacity-like and separate from the individual and collective leadership beliefs as suggested in the previous studies.