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Distributed Leadership as a Discursive Practice

Despite the broad literature about distributed leadership, empirical research on the dynamics of distributed leadership is rare. This is the case especially in interorganizational settings facing concrete problems of coordination. We take a dialectical lens and analyze distributed leadership in a university’s entrepreneurship hub which is facing problems and searching for a more established institutional position at the boundary of three different organizations. Our findings show that distributed leadership is a complex, tension-laden process involving multiple, inter-related, and simultaneously opposing dialectics, namely disagreement vs. encouragement, organizational dependency vs. interorganizational engagement and status quo vs. transformation. Our analysis depicts a movement between these dialectics and their two extremes, the management of which is pivotal from the perspective of successful organizational renewal. On this basis, we present a pendulum model of distributed leadership, which can be app...