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When was distributed leadership first used?

The first known reference to distributed leadership was in the field of social psychology in the early-1950s. The concept then lay dormant for more than three decades until it surfaced briefly once again in social psychology, and then again in the early-1990s in organisation theory.

What is the purpose of the paper on distributed leadership?

The main purpose of the paper is to consider the empirical evidence that highlights a relationship between distributed leadership and organisational outcomes. Design/methodological approach – The paper draws on several fields of enquiry, including organisational change, school effectiveness, school improvement and leadership. It systematically analyses the evidence in each field and presents a synthesis of key findings. Findings – The evidence shows first, that there is a relationship between distributed leadership and organisational change, second, that there is evidence to suggest that this relationship is positive and third, that different patterns of distribution affect organisational outcomes. Originality/value – The significance and originality of this paper lies in the fact that it: takes a normative position on distributed leadership and is chiefly concerned with the question of organisational impact; demonstrates the importance and necessity of further research about the way in which distributed leadership influences organisational outcomes; and acknowledges the methodological challenges in conducting research on distributed leadership but argues that such research will make a significant contribution to knowledge and theory generation in the leadership field.