Organizations are facing a dynamic environment that has a significant influence on the way work performs, like a growing reliance on a work team or a need for self-leadership. Therefore, the concept of leadership which goes beyond the heroic form of leadership such as shared leadership has become a keen interest between scientists to respond to the new team-based environment. However, researchers emphasize that shared leadership does not exist independent of vertical leadership in most organizations. Thus, the purpose of this research is to investigate the factors that influence the tension of vertical and shared form of Leadership in the context of organization to observe the plural leadership dynamics which can emerge in day-to-day practices by focusing on the specific innovation lab that has the different forms of leaders who are designated or arise during the challenge. Moreover, it aims to identify the most appropriate roles related to each kind of leadership. To reach these goals, this study follows the qualitative method for analyzing data observed during the 10-days challenge in the context of innovation. As a result, based on both outcomes of case-study and literature, this thesis illustrates five factors which influence the relationship between vertical and shared leadership to promote the implementation of plural leadership in organizations. Furthermore, by identifying three different kinds of leaders: Internal formal leader, external formal leader, and informal leaders, it is shown that however, there is no single behavior and role that can be linked to each type of leaders within the organization, these leaders are mostly following command & control leadership, facilitator role, and coordinative role respectively according to their knowledge, authority, personality, position, etc.
Le organizzazioni oggi si trovano ad affrontare un ambiente dinamico che influenza significativamente il loro modo di operare. È possibile osservare una forte spinta verso il lavoro in team o verso soluzioni di self-leadership. Gli studi sulla leadership stanno superando la “leadership eroica” ed evolvendo verso la “leadership condivisa”. Tuttavia, i ricercatori sottolineano che la leadership condivisa non esiste indipendentemente dalla leadership verticale nella maggior parte delle organizzazioni. Lo scopo di questa ricerca è di studiare l’interazione tra leadership verticale e condivisa nel contesto dell'organizzazione, per osservare le dinamiche plurali di leadership che possono emergere nelle pratiche quotidiane. Questa tesi si concentrerà nello specifico su un processo di innovazione dove leader formali hanno collaborato accanto a leader informali emersi durante la sfida. Inoltre, un secondo intento di questa tesi è quello di identificare i ruoli più appropriati relativi a ciascun tipo di leadership. Per raggiungere questi obiettivi, questo studio ha adottato un metodo qualitativo per l'analisi dei dati osservati durante una sfida di 10 giorni nel contesto dell'innovazione. Considerando i risultati e la letteratura analizzata, questa tesi illustra cinque fattori che influenzano la relazione tra leadership verticale e condivisa per promuovere l'implementazione della leadership plurale nelle organizzazioni. Inoltre, sono stati identificati tre diversi tipi di leader: leader formale interno, leader formale esterno e leader informali, in questo studio viene dimostrato che non esiste un comportamento e un ruolo singolo che possano essere collegati a ciascun tipo di leader all'interno dell'organizzazione, questi leader seguono principalmente la leadership di comando e controllo, il ruolo di facilitatore e il ruolo coordinativo in base alla loro conoscenza, autorità, personalità, posizione.
The interplay between formal and informal leadership : evidence from a single-case study in the context of innovation
MADADIARDAKANI, ROYA
2018/2019
Abstract
Organizations are facing a dynamic environment that has a significant influence on the way work performs, like a growing reliance on a work team or a need for self-leadership. Therefore, the concept of leadership which goes beyond the heroic form of leadership such as shared leadership has become a keen interest between scientists to respond to the new team-based environment. However, researchers emphasize that shared leadership does not exist independent of vertical leadership in most organizations. Thus, the purpose of this research is to investigate the factors that influence the tension of vertical and shared form of Leadership in the context of organization to observe the plural leadership dynamics which can emerge in day-to-day practices by focusing on the specific innovation lab that has the different forms of leaders who are designated or arise during the challenge. Moreover, it aims to identify the most appropriate roles related to each kind of leadership. To reach these goals, this study follows the qualitative method for analyzing data observed during the 10-days challenge in the context of innovation. As a result, based on both outcomes of case-study and literature, this thesis illustrates five factors which influence the relationship between vertical and shared leadership to promote the implementation of plural leadership in organizations. Furthermore, by identifying three different kinds of leaders: Internal formal leader, external formal leader, and informal leaders, it is shown that however, there is no single behavior and role that can be linked to each type of leaders within the organization, these leaders are mostly following command & control leadership, facilitator role, and coordinative role respectively according to their knowledge, authority, personality, position, etc.| File | Dimensione | Formato | |
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https://hdl.handle.net/10589/149690