Abstract
Abstract
Purpose:
Shared leadership has been recognized as a form of leadership in which influence is shared among the members of a team in order to ensure successful collaboration, innovation, and problem-solving. Empirical studies have supported the positive relationship between shared leadership and team performance. Nevertheless, it has been suggested that a structure in which influence is shared among organizational members could influence the perception of accountability in decision outcomes. This study aims to conceptualize the concept of leadership dilution (LD) as a form of leadership in which shared leadership disseminates influence among organizational members in a manner that reduces accountability in decision outcomes. This study aims to conceptualize the influence of shared leadership in organizational coordination through the lens of accountability in decision outcomes.
Design/methodology/approach:
Using a qualitative research methodology based on an interpretivist paradigm, this study aims to conceptualize an inductive research methodology in order to empirically examine the influence of shared leadership in organizational coordination. This study aims to use semi-structured interviews as a research methodology in order to empirically examine the influence of shared leadership in organizational coordination (Bryman, 2016).
Findings:
Using a conceptual approach to the study of shared leadership in organizational coordination, it has been conceptualized that shared leadership disseminates influence among the members of a team in order to ensure successful decision outcomes. In this regard, it has been conceptualized that shared leadership could influence accountability in decision outcomes through the disseminated influence among team members in organizational coordination. This could lead to a state of leadership dilution in which there is a lack of accountability in decision outcomes in organizational coordination.
Originality/value:
Using a conceptual approach to the study of shared leadership in organizational coordination, this study aims to extend the body of knowledge in shared leadership through the conceptualization of the influence of shared leadership in organizational coordination. This study aims to provide a framework through which future studies could examine the influence of shared leadership in organizational coordination in terms of accountability in decision outcomes (Pearce & Conger, 2003).