Since the turn of the century interest has grown in alternative models of
leadership to reflect increased complexity and ambiguity, the need to respond
faster to complex market conditions, and new patterns of accountability, inter-
dependency and co-ordination within organisations of all types. This has led to
the emergence of alternative models of leadership including shared and
distributed leadership. In many organisations, such as those with matrix
structures, many leaders need to accomplish organisational goals without
formal line management authority over employees. This is also the case in
many professional services (e.g. law and consultancy) that operate partnership
models whereby individuals have little direct authority over their peers. In
University settings the governance structure also impedes traditional
hierarchical leadership. The tenure system, operated by many universities and
colleges in the United States and Canada, provides intellectual autonomy,
protects academics from external pressure and offers job security. Despite a
growing literature on shared and distributed leadership, few studies have
empirically examined the nature of leadership distribution, the contextual factors
that impact leadership, and how those in senior positions (e.g. university
department chairs) achieve organisational goals when employees (e.g. faculty
members) possess significant authority and autonomy. This study addresses
this gap. In so doing the study aims to contribute to the literature on shared and
distributed leadership and provide important insight to assist positional leaders
who possess limited direct authority in more effectively accomplishing their
leadership goals. ...[cont.