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This study aims at investigating the impact of motivation to lead (MTL) on attitude to distributed leadership (DL) and implementation of DL in Indian work context. The study also validates the measures of attitude to DL and implementation of DL (Jain and Jeppesen, 2014). The data were collected from 179 middle level executives working in the National Capital Region of Delhi. Self-reported questionnaires were administered and borrowed from the work of Chan and Drasgow (2001) and Jain and Jeppensen (2014). Age, gender, and tenure were used as control variables. Results of multiple regression analysis showed that Affective identity MTL and Social normative MTL had a positive effect on attitude to DL and implementation of DL whereas Non-calculative MTL did not show a significant relationship. This is the first study on the relationship of MTL and DL, especially in the Indian work context. It is interesting to explore that leadership motives had a differential impact on the attitude to DL and implementation of DL. The concept of DL has meaningful implications in building leadership capabilities among the managers.
Keywords: Motivation to Lead, Distributed Leadership, India, Self-determination theory, Functionalist Perspective
Abstract
Evidence suggests that distributed leadership (DL) practices contribute to various positive organizational outcomes (e.g., Avolio et al., 2009). It is generally accepted that DL is an emergent property, characterized by openness in vertical leadership boundaries and that organizationally relevant expertise is distributed across the many not the few (Bennett e,t al., 2003). Thorpe e,t al. defined DL as "A variety of configurations which emerge from the exercise of influence that produces interdependent and conjoint action" (2011: 241). This definition suggests that distributed leadership may be understood at various levels of analysis; the individual, the interpersonal relationship, and the set of relationships at organizational level. Thus, DL imply the interaction and combined influence of multiple leaders in specific organizational situations.
Literature shows that the concept of DL is found to be of practical significance to the field of education and health in various countries and it establishes its value to practitioners of management too (Harris and DeFlaminis, 2016). However, the concept of DL is rather new to the management field and studies have largely focused on the positive outcomes of DL in the educational and health...