An Expanded Model of Distributed Leadership in Organizational Knowledge Creation

Cannatelli, B., Smith, B. J., Giudici, A., Jones, J. & Conger, M. (2016). An Expanded Model of Distributed Leadership in Organizational Knowledge Creation. Long Range Planning, doi: 10.1016/j.lrp.2016.10.002

[img] Text - Accepted Version
Restricted to Repository staff only until 18 November 2018.
Available under License : See the attached licence file.

Download (830kB) | Request a copy
Text (Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International Licence) - Other
Download (201kB) | Preview


Based on a three-year qualitative, longitudinal case study of a social venture partnership, we extend the understanding of distributed leadership in organizational knowledge creation. We develop an expanded model of distributed leadership that identifies the antecedents, different forms, and enablers of distributed leadership in knowledge creation. Our findings move beyond a static and monolithic understanding of distributed leadership to illustrate how an expanded model informs the situational leadership framework and spiral of knowledge creation across an organization's hierarchy and boundary in the context of social entrepreneurship.

Publication Type: Article
Additional Information: © 2016, Elsevier. Licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Z Bibliography. Library Science. Information Resources > Z665 Library Science. Information Science
Departments: School of Social Sciences > Psychology

Actions (login required)

View Item View Item


Downloads per month over past year

View more statistics