The enactment of plural leadership in a health and social care network : the influence of institutional context

Article English OPEN
White, Leroy ; Currie, Graeme ; Lockett, Andy (2014)

In this article we employ developments in social network analysis (SNA), specifically the p* model, to examine the enactment of plural leadership within, and across, hierarchical levels and organizational boundaries (Denis et al., 2012). Drawing on an empirical study of an inter-professional, inter-organizational network (number of nodes = 23) that delivers health and social care, we address two research gaps: (i) the effect of power relations, derived from professional hierarchy, upon spread of plural leadership; and (ii) the effect of formal leadership, derived from managerial accountability, in channeling the spread of plural leadership for coherent strategic effect. We show that, in a routine situation, the network is characterized by generalized leadership exchanges. In this situation, professional hierarchy and managerial accountability are not visible, nor is channeling of plural leadership by the formal leader. In a non-routine situation, when a disruptive event occurs, the network is characterized by restricted exchange. In this situation, professional hierarchy and managerial accountability are evident, and a formal leader channels plural leadership.
  • References (20)
    20 references, page 1 of 2

    Abbott. A. (1988). The system of professions: An essay on the division of expert labour. Chicago: Chicago University Press.

    Ackroyd. S. Hughes. J. A. & Soothill. K. (1989). Public services and their management. Journal of Management Studies. 26. 603-619.

    Ackroyd, S. (1996). Organization, contra-organizations: Professionals and organizational change in the United Kingdom. Organization Studies 17. 599-621.

    Agranoff. R. & McGuire. M. (2003). Collaborative Public Management: New Strategies for Local Governments. Washington D.C.: Georgetown University Press.

    Alvarez. J.L. & Svejenova. S. (2005). Sharing executive power: Roles and relationships at the top. Cambridge: Cambridge University Press.

    Antonakis. J. Bendahan. S. Jacquart. P. & Lalive. R. (2010). On making causal claims. A review and recommendation. The Leadership Quarterly. 13. 673-704

    Balkundi. P. & Kilduff. M. (2006). The ties that lead: A social network approach to leadership. Leadership Quarterly. 17. 419-439.

    Bartol. K.M. & Zhang. X.M. (2007). Networks and leadership development: Building linkages for capacity acquisition and capital accrual. Human Resource Management Review. 17. 388-401.

    Bate. P. (2000). Changing the culture of a hospital: From hierarchy to networked community. Public Administration. 78. 485-512.

    Bearman. P. S. 1997. Generalized exchange. American Journal Sociology. 102. 1383-1415.

  • Metrics
    No metrics available
Share - Bookmark