When Top Management Leadership Matters: Insights From Artistic Interventions
本文通过比较四个国家的六个艺术干预案例，发现高层管理者的可见支持和意义建构行为对创新干预的成功至关重要，并提出了分布式领导的新定义。
This article addresses how top management leadership behaviors matter in innovative interventions in organizations. A comparison of six cases of artistic interventions in four countries reveals that lack of visible top management support and sense-making orientation during and after the process resulted in little added value for the organization in three cases. Three other cases show various ways in which top management can legitimize such experimentation, from which more positive outcomes flowed at the individual and collective levels. The implications are counterintuitive because top management faces two sets of tensions in innovative processes: presence/absence and providing orientation/being open to learning. The article suggests ways that top managers can address these tensions, including by engaging in constellations of distributed leadership, for which this article proposes a new definition.