Based on a three-year qualitative, longitudinal case study of a social venture partnership, we extend the understanding of distributed leadership in organizational knowledge creation. We develop an expanded model of distributed leadership that identifies the antecedents, different forms, and enablers of distributed leadership in knowledge creation. Our findings move beyond a static and monolithic understanding of distributed leadership to illustrate how an expanded model informs the situational leadership framework and spiral of knowledge creation across an organization's hierarchy and boundary in the context of social entrepreneurship.
Cannatelli, B. L., Smith, B. R., Giudici, A., Jones, J., Conger, M., An Expanded Model of Distributed Leadership in Organizational Knowledge Creation, <<LONG RANGE PLANNING>>, 2017; 50 (5): 582-602. [doi:10.1016/j.lrp.2016.10.002] [http://hdl.handle.net/10807/88011]
An Expanded Model of Distributed Leadership in Organizational Knowledge Creation
Cannatelli, Benedetto LorenzoPrimo
;Smith, Brett RichardSecondo
;
2017
Abstract
Based on a three-year qualitative, longitudinal case study of a social venture partnership, we extend the understanding of distributed leadership in organizational knowledge creation. We develop an expanded model of distributed leadership that identifies the antecedents, different forms, and enablers of distributed leadership in knowledge creation. Our findings move beyond a static and monolithic understanding of distributed leadership to illustrate how an expanded model informs the situational leadership framework and spiral of knowledge creation across an organization's hierarchy and boundary in the context of social entrepreneurship.
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