Organizational scholars and practitioners have noted that many organizations have become flatter, more complex and more collaborative in recent decades. The MIT Leadership Center at Sloan Management School is focused on how leadership practices are evolving in this changing world. Over the years, researchers affiliated with the Center have conducted research on how leadership practices at the individual and team levels have changed in response to these broader changes. More recently, the Center has launched a new initiative to look at how leadership practices at the organizational level are evolving. The common thread across these different levels of analysis is the idea that leadership is moving from traditional command-and-control toward more distributed, collaborative patterns. In this session, we will briefly touch upon findings related to the individual and team levels of analysis and then concentrate on the early findings and frameworks about distributed leadership at the organizational level.
To best prepare for this session, read:
- In Search of the Incomplete Leader Harvard Business Review, February 2007 (individual level)
- The Comparative Advantage of X-Teams Sloan Management Review, Spring 2002 (team level)
- Distributed Leadership: Initial Framing Unpublished manuscript (organizational level)