Abstract
Abstract
Purpose:
This developmental paper presents the concept of shadow distributed leadership to examine how informal and institutionally unrecognised collective influence structures shape strategic direction within organisations. While distributed leadership theory has traditionally focused on visible and formally legitimised leadership practices, this study seeks to extend the theoretical boundaries by conceptualising leadership processes that emerge through unofficial networks and relational interactions beyond formal authority structures.
Design/methodology/approach:
The paper adopts a qualitative conceptual approach, drawing on insights from distributed leadership, relational leadership theory, network governance, and emergent strategy literature. Through integrative analysis, the study develops a preliminary conceptual framework to explain how leadership is enacted through informal influence mechanisms operating outside formal governance arrangements.
Findings:
The analysis suggests that strategic direction frequently evolves through invisible patterns of collective influence enacted by organisational actors without positional authority. These shadow leadership dynamics contribute to coordination, decision-making, and adaptation, particularly in complex or uncertain organisational environments where formal leadership structures may be insufficient.
Originality/value:
By introducing invisibility as a critical analytical dimension within distributed leadership scholarship, this paper offers a novel conceptual lens for understanding how leadership processes unfold through informal networks and relational legitimacy. The proposed framework provides a foundation for future empirical research into leadership practices that operate beyond formal recognition.
Keywords:
Distributed leadership; Shadow leadership; Informal influence; Emergent strategy; Collective leadership; Organisational networks.