Abstract
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.
Highlights
The ability to create and sustain knowledge is of long-standing interest to academics and practitioners
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
Leadership is generally treated as a static component of the organizational knowledge creation process, often as a centralized function controlled by the upper echelon of the organization (Gourlay, 2006; Lado and Wilson, 1994; Tsoukas, 1996)
Summary
The ability to create and sustain knowledge is of long-standing interest to academics and practitioners. Leadership is generally treated as a static component of the organizational knowledge creation process, often as a centralized function controlled by the upper echelon of the organization (Gourlay, 2006; Lado and Wilson, 1994; Tsoukas, 1996) Such an approach is consistent with traditional research in the area of leadership that has often focused on a single leader (Gronn, 2000). Past research has been criticized for focusing on centralized leadership of a privileged few senior executives in the upper echelon of an organization (Gourlay, 2006; Lado and Wilson, 1994; and Tsoukas, 1996) Such an approach obfuscates leadership activities throughout different levels of the organization and fails to account for the move beyond the ‘great man’ view of leadership to a more distributed perspective (von Krogh et al, 2012). Recognizing the dynamic and context-dependent path of knowledge creation, we seek to extend the understanding of distributed leadership by examining how different forms of it emerge, develop, and change across knowledge cycles and organizational boundaries
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