The interplay of collective and individual leadership, highlights how narratives of inclusivity can obscure accountability (Empson et al., 2023). Evolutionary leadership models favour hierarchy, complicating the implementation of collective frameworks (Garfield et al., 2019), especially in high power distance and individual cultures (Hofstede, 1991). Additionally, processes supporting informal leadership risk failure without cultural alignment (Garvin, 1998).
Collective and Individual Leadership
Organisations should address this by implementing relational processes that clarify expectations while maintaining flexibility, enhancing informal leadership (Fairhurst et al., 2020), such as mentoring programs and multi perspective approaches like cross departmental workshops (Eva et al., 2019). These relational frameworks enhance accountability by encouraging leaders to cultivate trust, shared purpose, and leadership adaptability (Falls & Allen, 2020), bridging cultural tensions between collective goals and individual identities (Eva et al., 2019).
References
Empson, L., Langley, A., & Sergi, V. (2023). When everyone and no one is a leader: Constructing individual leadership identities while sustaining an organizational narrative of collective leadership. Organization Studies, 44(1), 127-148. https://doi.org/10.1177/01708406221102604
Eva, N., Wolfram Cox, J., Tse, H. H. M., & Lowe, K. B. (2019). From competency to conversation: A multi-perspective approach to collective leadership development. The Leadership Quarterly, 30(6), 101309. https://doi.org/10.1016/j.leaqua.2019.101309
Fairhurst, G. T., Jackson, B., Foldy, E. G., & Ospina, S. M. (2020). Studying collective leadership: The road ahead. Human Relations, 73(4), 598–614. https://doi.org/10.1177/0018726719868996
Falls, A., & Allen, S. (2020). Leader-to-follower transitions: Flexibility and awareness. Journal of Leadership Studies, 14(1), 6–21. https://doi.org/10.1177/1541172020959140
Garfield, Z. H., von Rueden, C., & Hagen, E. H. (2019). The evolutionary anthropology of political leadership. The Leadership Quarterly, 30(1), 59-80. https://doi.org/10.1016/j.leaqua.2019.101292
Garvin, D. A. (1998). The processes of organization and management. MIT Sloan Management Review, 39(4), 33-50.
Hofstede, G. (1991). Culture’s consequences: Software of the mind. McGraw-Hill.
Contact Tim Heath today to discuss the transition of your organisation to collective leadership or how to ensure alignment with organisational goals.
Leave a Reply