Institut for Statskundskab

Distributed Leadership in Organizational Change Processes: A Qualitative Study in Public Hospital Units

Publikation: KonferencebidragPaperForskning

This paper proposes that the emergence and boundaries of distributed leadership (DL) are developed in a dynamic interplay with planned as well as emergent organizational change. The empirical findings are based on a qualitative, longitudinal case study with interviews conducted at two different hospital units in the context of a larger hospital merger within the Danish health care system. The paper adds to prior studies arguing that DL contributes positively to planned organizational change by instead providing examples of how ongoing changes in contextual conditions such as routine/non-routine, various goals, and organizational planning affect a simultaneous widening or restriction of the local DL. In return, such local DL also leads to ongoing changes in the form of novel work routines for improved collaboration. Moreover, the findings show that restrictions of DL are in some cases considered negative while in other cases positive. Top management restrictions of local DL in the ward-unit relationships negatively affect the bridging of fair professional and administrative goals and allocation of resources, whereas local managers’ restrictions of DL are considered necessary in times of potential conflict, where local managers ‘take the blame’. Hence, the paper concludes that a complex dynamic interrelation of ongoing organizational change and the emergence and boundaries of DL is important to take into consideration in studies of how organizational mergers and change can be managed.
Udgivelsesår30 mar. 2015
Antal sider36
StatusUdgivet - 30 mar. 2015

Se relationer på Aarhus Universitet Citationsformater


  • IRSPM 2015 Conference

    Aktivitet: Deltagelse i eller arrangement af en begivenhed - typerDeltagelse i eller organisering af konference

ID: 86001487