Distributed Leadership and the Visibility/Invisibility Paradox in On-line Communities
Jameson, J. (2011). Distributed Leadership and the Visibility/Invisibility Paradox in On-line Communities. Human Technology, Volume 7(1), pp. 49-71. URN:NBN:fi:jyu-201152310899. Retrieved from http://www.humantechnology.jyu.fi
© 2011 Jill Jameson and the Agora Center, University of Jyväskylä
This paper analyzes the role of distributed leadership in three on-line communities, reflecting on an observed visibility/invisibility paradox in leadership within these communities. Leaders who downplay their seniority and assume a degree of invisibility, allocating discretionary powers to subordinate levels in an organizational hierarchy, may facilitate the emergence of distributed leadership. Yet, simultaneously, leader-led relations are enabled by high leadership visibility. This paradox—that leaders need to be both highly visible and also invisible, or hands-off, when the occasion requires it—was derived from prior research into e-learning communities and tested in the analysis of discussions from on-line communities using a case study pattern-matching process. The operation of both visibility and invisibility in leadership is a key issue for enabling effective collaborations in distributed leadership situations based on trust. Such collaboration fosters positive group interaction and participative decision making in a consensus facilitated through leadership distribution amongst on-line community members. ...
PublisherUniversity of Jyväskylä, Agora Center
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Except where otherwise noted, this item's license is described as © 2011 Jill Jameson and the Agora Center, University of Jyväskylä
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