Work and Organisational Psychology


Konradt, U., Garbers, Y., Hoch, J. & Ellwart, T. (2014, December).  Evidence for the dispersed leadership theory in teams: A policy-capturing study (Working Paper 14). Kiel: Institute of Psychology.


Abstract and PDF

Based on the Dispersed Leadership Theory in Teams, we examined the simultaneousinfluence of three factors on team members’ attitudes and behavior: (1) interactionalleadership carried out by leaders, (2) team leadership performed by team members, and (3)structural leadership exerted by work and organizational structures. Results from two policycapturingstudies revealed that structural, interactional and team leadership simultaneouslyaffect an individual’s behavior in terms of task behavior, task performance and commitment.Results also indicated that the need for dispersed leadership was particularly high insituations with high task uncertainty and where the learning of new task behavior wasrequired. Results from Study 2 further demonstrated the positive relationship betweeninteractional leadership, team leadership, and structural leadership with team members’ taskperformance and commitment. Taken together, these findings provide evidence for theDispersed Leadership Theory in Teams which showed a way to structure and extend futureleadership research.

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