Antecedents and consequences of distributed leadership in Indian higher education
Madan, Anishya; Jain, Ajay; Bolden, Richard
Authors
Anishya Madan
Ajay Jain
Richard Bolden Richard.Bolden@uwe.ac.uk
Dir of Res Ctr - Ldrship & Behav Change
Abstract
Purpose
The concept of distributed leadership (DL) has been widely advocated within higher education (HE). Yet, there have been few empirical investigations and little theory development outside Western contexts to date. This study presents a unique conceptualization of DL and tests it empirically in India.
Design/methodology/approach
This study tests a moderated-mediation model by exploring the antecedents and consequences of DL in HE. Standardized questionnaires were drawn from literature and completed by a sample of 269 respondents from six top-ranked (elite) Indian HE institutions. Structural equation modelling (SEM) and multi-group analysis techniques were used to analyse the data.
Findings
Results demonstrated that empowering power structure (EPS) is positively related to DL, whilst participation in decision-making (PDM) strengthened this relationship. Further, it is also noted that DL mediates the relationship between EPS and behavioural outcomes of employee voice and silence.
Originality
By exploring antecedents (EPS and PDM) and consequences (voice and silence) this paper presents a novel approach to studying DL. The focus on Indian HE offers a more nuanced empirical understanding of DL in a non-Western context.
Practical implications
The findings suggest that a DL approach can be effective at enhancing employee voice and reducing employee silence within HEIs in (and perhaps beyond) India. The research also suggests that where institutions implement EPS, alongside opportunities for PDM, this can help foster and sustain DL.
