Journal of
Marketing Development and Competitiveness
Scholar Gateway
Abstracts prior to volume 5(1) have been archived!
Issue 5(1), October 2010 -- Paper AbstractsGirard (p. 9-22)
Cooper (p. 23-32)Kunz-Osborne (p. 33-41)Coulmas-Law (p.42-46)Stasio (p. 47-56)Albert-Valette-Florence (p.57-63)Zhang-Rauch (p. 64-70)Alam-Yasin (p. 71-78)Mattare-Monahan-Shah (p. 79-94)Nonis-Hudson-Hunt (p. 95-106) 
JOURNAL OF MANAGEMENT POLICY AND PRACTICE
Cracking the Code of Distributed Leadership:
New Insights from a Study of Leader Practitioners
Author(s): Gail F. Latta
Citation: Gail F. Latta, (2019) "Cracking the Code of Distributed Leadership: New Insights from a Study of Leader Practitioners," Journal of Management Policy and Practice, Vol. 20, Iss. 2, pp. 75-92
Article Type: Research paper
Publisher: North American Business Press
Abstract:
The landscape of distributed leadership has become littered with conceptual confusion. Spillane (2006) provided the foundation for a theory of distributed leadership by defining three conceptual forms: Collaborative, collective and coordinated. Despite its widespread intuitive appeal, traditional epistemological methods have hampered efforts to operationalize these distinct forms of leadership in practice. Cluster analysis provides an alternative method of analysis, revealing construct clarity by linking specific leadership and influence behaviors reported by middle-managers to each form of distributed leadership. Several forms of differentiated integration emerged from analysis, revealing more complexity than previously surmised and yielding a Model of Differentiated Leadership Integration.
