To distribute leadership or not? A lesson from the islands

Angela Benson, Deborah Blackman

    Research output: Contribution to journalArticle

    25 Citations (Scopus)
    2 Downloads (Pure)

    Abstract

    There is a dearth of literature in the area of tourism leadership. This article identifies the theoretical aspects of distributed leadership which features collective responsibility and collective flexibility, and argues how it might be advantageous for tourism firms in general. A longitudinal qualitative case study is used to consider different forms of distributed leadership and their impact upon organisational outcomes. The analysis is presented in terms of the presence or absence of distributed leadership within the case organisation. Evidence is provided of where this style of leadership would support success, but also identifies why it has been so hard to recognise this and then maintain and support it over time. It is argued that it may prove advantageous for tourism firms to actively consider whether distributed leadership would potentially offer increased organisational performance.
    Original languageEnglish
    Pages (from-to)1141-1149
    Number of pages9
    JournalTourism Management
    Volume32
    Issue number5
    DOIs
    Publication statusPublished - 2011

    Fingerprint

    leadership
    tourism
    Tourism
    firm
    Distributed leadership
    flexibility
    responsibility
    performance
    evidence

    Cite this

    Benson, Angela ; Blackman, Deborah. / To distribute leadership or not? A lesson from the islands. In: Tourism Management. 2011 ; Vol. 32, No. 5. pp. 1141-1149.
    @article{a713b92f64b94a2ba56a5131db6db3fb,
    title = "To distribute leadership or not? A lesson from the islands",
    abstract = "There is a dearth of literature in the area of tourism leadership. This article identifies the theoretical aspects of distributed leadership which features collective responsibility and collective flexibility, and argues how it might be advantageous for tourism firms in general. A longitudinal qualitative case study is used to consider different forms of distributed leadership and their impact upon organisational outcomes. The analysis is presented in terms of the presence or absence of distributed leadership within the case organisation. Evidence is provided of where this style of leadership would support success, but also identifies why it has been so hard to recognise this and then maintain and support it over time. It is argued that it may prove advantageous for tourism firms to actively consider whether distributed leadership would potentially offer increased organisational performance.",
    keywords = "Distributed Leadership, Leadership, Volunteer Tourism",
    author = "Angela Benson and Deborah Blackman",
    year = "2011",
    doi = "10.1016/J.TOURMAN.2010.10.002",
    language = "English",
    volume = "32",
    pages = "1141--1149",
    journal = "Tourism Management",
    issn = "0261-5177",
    publisher = "Elsevier Limited",
    number = "5",

    }

    To distribute leadership or not? A lesson from the islands. / Benson, Angela; Blackman, Deborah.

    In: Tourism Management, Vol. 32, No. 5, 2011, p. 1141-1149.

    Research output: Contribution to journalArticle

    TY - JOUR

    T1 - To distribute leadership or not? A lesson from the islands

    AU - Benson, Angela

    AU - Blackman, Deborah

    PY - 2011

    Y1 - 2011

    N2 - There is a dearth of literature in the area of tourism leadership. This article identifies the theoretical aspects of distributed leadership which features collective responsibility and collective flexibility, and argues how it might be advantageous for tourism firms in general. A longitudinal qualitative case study is used to consider different forms of distributed leadership and their impact upon organisational outcomes. The analysis is presented in terms of the presence or absence of distributed leadership within the case organisation. Evidence is provided of where this style of leadership would support success, but also identifies why it has been so hard to recognise this and then maintain and support it over time. It is argued that it may prove advantageous for tourism firms to actively consider whether distributed leadership would potentially offer increased organisational performance.

    AB - There is a dearth of literature in the area of tourism leadership. This article identifies the theoretical aspects of distributed leadership which features collective responsibility and collective flexibility, and argues how it might be advantageous for tourism firms in general. A longitudinal qualitative case study is used to consider different forms of distributed leadership and their impact upon organisational outcomes. The analysis is presented in terms of the presence or absence of distributed leadership within the case organisation. Evidence is provided of where this style of leadership would support success, but also identifies why it has been so hard to recognise this and then maintain and support it over time. It is argued that it may prove advantageous for tourism firms to actively consider whether distributed leadership would potentially offer increased organisational performance.

    KW - Distributed Leadership

    KW - Leadership

    KW - Volunteer Tourism

    U2 - 10.1016/J.TOURMAN.2010.10.002

    DO - 10.1016/J.TOURMAN.2010.10.002

    M3 - Article

    VL - 32

    SP - 1141

    EP - 1149

    JO - Tourism Management

    JF - Tourism Management

    SN - 0261-5177

    IS - 5

    ER -