Leadership Studies Ed.D. Dissertations

Antecedents of shared leadership during organizational change: a partnership case study

Date of Award

2024

Document Type

Dissertation

Degree Name

Doctor of Education (Ed.D.)

Department

Leadership Studies

First Advisor

Patrick Pauken (Committee Chair)

Second Advisor

Brigid Burke (Committee Member)

Third Advisor

Christy Galletta Horner (Committee Member)

Fourth Advisor

Judith Jackson May (Committee Member)

Fifth Advisor

Charles McElroy (Committee Member)

Abstract

Shared leadership shifts leadership influence from one to many. As organizational changes abound, shared leadership can offer a solution to support organizations in evolving macro- and microenvironments. A qualitative case study format was used to illustrate how organizations may develop shared leadership during times of change. The study reviewed the case of a national hospital network who partners with a local hospital, local hospital’s nonprofit, and local university to raise awareness and funds for children’s health. Macro-level influences included the COVID-19 pandemic, technological advances, generational differences in age demographics, and generational evolution of the partners’ fundraising events. Micro-level influences included a hospital acquisition, a new hire, and student turnover. To understand how shared leadership might be developed during such change, the study focused on antecedents of shared leadership. Findings indicated that the internal environment of shared purpose, social support, and voice are key to shared leadership development and practice. Structurally, partners act as teams within teams. Partner teams innovate in their dedication to their shared purpose, the outline of both relational and task-oriented goals, in the development of student leadership, and in the process of adapting to change. Recommendations for leadership and organizational change, as well as suggested future research, are included.

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