Distributed leadership in health care: The role of formal leadership styles and organizational efficacy

Publikation: Bidrag til tidsskrift/Konferencebidrag i tidsskrift /Bidrag til avisTidsskriftartikelForskningpeer review

Management and health care literature is increasingly preoccupied with leadership as a collective social process, and related leadership concepts such as distributed leadership have therefore recently gained momentum. This paper investigates how formal, i.e. transformational, transactional and empowering, leadership styles affect employees’ perceived agency in distributed leadership, and whether these associations are mediated by employees’ perceived organizational efficacy. Based on large-scale survey data from a study at one of Scandinavia’s largest public hospitals (N = 1,147), our results show that all leadership styles had a significant positive impact on employees’ perceived agency in distributed leadership. Further, organizational efficacy related negatively to employees’ perceived agency in distributed leadership; however a mediatory impact of this on the formal leadership styles-distributed leadership relationship was not detected. These results emphasise the importance of formal leaders to enhance employee involvement in various leadership functions; still, employees might prefer to participate in leadership functions when they perceive that the organization is struggling to achieve its goals.
OriginalsprogEngelsk
TidsskriftLeadership
Vol/bind14
Tidsskriftsnummer1
Sider (fra-til)110-133
Antal sider24
ISSN1742-7150
DOI
StatusUdgivet - 2018

Se relationer på Aarhus Universitet Citationsformater

Projekter

ID: 99652475