How distributed leadership really works

04/26/2010 | Harvard Business Review online

Studies of "distributed leadership" show that management functions can be successfully assumed by employees and teams outside of formal leadership roles and that innovation can begin with lower-echelon workers, write Deborah Ancona and Elaine Backman. However, DL companies continue to require the direction of a strong leader and incorporate collaboration into all aspects of their culture, making it more complicated than expected, Ancona and Backman write.

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