A role‐based perspective on leadership as a network of relationships

Abstract

PurposeThe research described in this article seeks to address the question of the extent to which a role‐based perspective can provide insight into the distributed and networked form of leadership.Design/methodology/approachA model provides insight into the distributed and networked form of leadership, and the roles that executives can adopt in formal, informal or temporary groups within the organisation's overall senior management team. The methodology adopted is qualitative, focusing on inquiry‐based learning which enabled the authors to gather data on those aspects of the social structure within which they were embedded that related specifically to the leadership roles available to executives and the networks they formed.FindingsGenerically applicable links between leadership roles are identified that provides structure to the task accomplishment networks within groups executives form when discharging their leadership responsibilities. Characterising leadership in terms of role, and the task networks that executives form, is found to facilitate improvement in the speed with which groups gain productive contributions from their members.Research limitations/implicationsA case study of three demographically similar multinational engineering companies engaged in the design, development and manufacture of rotating turbo‐machinery provides the platform for the research. The concepts advanced will require validating in other organisations of different demographic profiles.Practical implicationsThe concepts advanced, and implications discussed, provide an insight into the distributed and networked form of leadership. The practical steps individual executives can take to contribute to the speed with which groups gain productive contributions from their members are highlighted.Originality/valueThis article attempts to assist executives within a senior management team to better adapt and coordinate their behaviour with other executives. In so doing, it is suggested that executives contribute more positively to the development of groups and the speed with which the groups of which they are a part gain productive contributions from their members.