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Leadership and change mobilization: The mediating role of distributed leadership

Author

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  • Canterino, Filomena
  • Cirella, Stefano
  • Piccoli, Beatrice
  • Shani, Abraham B. (Rami)

Abstract

Leading change is an enduring managerial challenge that encompasses individual and collective efforts within an organization. Among the levers that managers can use to foster change, mobilizing activities are considered particularly relevant since they enable leaders to activate the resources and processes necessary for change to actually occur. This study investigates whether individual person- and task-centred orientations to leadership relate to an emphasis on mobilizing change through their effect on distributed leadership. These hypotheses are tested using an international survey involving 459 middle managers from different firms, countries and industries who had implemented a planned organizational change project. The findings reveal that both person-centred and task-centred orientations to leadership relate positively to mobilizing change, and that distributed leadership may explain the relationship between orientations to leadership and mobilizing activities.

Suggested Citation

  • Canterino, Filomena & Cirella, Stefano & Piccoli, Beatrice & Shani, Abraham B. (Rami), 2020. "Leadership and change mobilization: The mediating role of distributed leadership," Journal of Business Research, Elsevier, vol. 108(C), pages 42-51.
    • Handle: RePEc:eee:jbrese:v:108:y:2020:i:c:p:42-51
    DOI: 10.1016/j.jbusres.2019.09.052
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    References listed on IDEAS

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    1. Gartzia, Leire & Baniandrés, Josune, 2016. "Are people-oriented leaders perceived as less effective in task performance? Surprising results from two experimental studies," Journal of Business Research, Elsevier, vol. 69(2), pages 508-516.
    2. VanVactor, Jerry D., 2012. "Collaborative leadership model in the management of health care," Journal of Business Research, Elsevier, vol. 65(4), pages 555-561.
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    Cited by:

    1. Liao Dongxian & Hira Batool, 2024. "Influence of distributed leadership on employee innovative behaviour: the mediating role of psychological empowerment," Journal of Innovation and Entrepreneurship, Springer, vol. 13(1), pages 1-21, December.
    2. Schuler, Benedikt Alexander & Orr, Kevin & Hughes, Jeffrey, 2023. "My colleagues (do not) think the same: Middle managers’ shared and separate realities in strategy implementation," Journal of Business Research, Elsevier, vol. 160(C).
    3. MaruÅ¡a Premru & Matej ÄŒerne & SaÅ¡a BatistiÄ, 2022. "The Road to the Future: A Multi-Technique Bibliometric Review and Development Projections of the Leader–Member Exchange (LMX) Research," SAGE Open, , vol. 12(2), pages 21582440221, May.
    4. Weber, Ellen & Büttgen, Marion & Bartsch, Silke, 2022. "How to take employees on the digital transformation journey: An experimental study on complementary leadership behaviors in managing organizational change," Journal of Business Research, Elsevier, vol. 143(C), pages 225-238.
    5. Ren, Ting & Liu, Xin & Ding, Jinqiong, 2023. "Intergenerational dynamics of digital transformation in family firms," Technology in Society, Elsevier, vol. 74(C).

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