Abstract:

Objective. This study aimed to explore the individual, dyadic and collective emotional experiences and relationships (i.e. the ‘affective dimension’) of Distributed Leadership (DL). Methods. We conducted a multiple-case study of three Australian health networks. This involved semi-structured interviews (N = 30) with a cross-section of network members, including respondents with and without managerial authority. We then conducted a combined inductive and deductive qualitative thematic analysis. Results. The findings showed key dyadic leadership relationships to be (1) Warm; (2) Playful and peripheral; (3) Easy and connected; (4) Energising; and (5) Grounding. The most prominent specific dyadic emotions between leader and member were feeling motivated and supported. In relation to the collective emotional experience, we identified five key themes: (1) Energising, (2) Aligned, (3) Warm, (4) Positive, and (5) Exploratory. Individual emotional experiences were characterised by passion, energising emotion, and a sense of satisfaction. We also found that the affective dimension was supported by relationships that transcended the professional realm in some way and endured over time. Conclusions. Underpinning the affective dimension is a rich tapestry of individual, relational and collective emotive experience that constitutes a significant part of DL. As DL offers an inclusive and networked approach to leadership, understanding its affective dimension offers numerous practical and theoretical implications. At a practical level, the affective dimension may be strengthened by nurturing a network environment that fosters warm, supportive connections beyond the professional. We offer a new conceptual model and suggest avenues for future studies to continue developing this area of research.

Please choose your submission type: Full Paper

Primary Track: Leadership and Leadership Development

Keywords: Emerging leadership theories

Menu

Prof Russell Roberts