Distributed leadership and performance‐related employee outcomes in public sector organizations
研究了公共组织中管理者与员工共享领导任务（分布式领导）对员工工作满意度和创新行为等绩效相关结果的影响，基于丹麦医院部门的实证分析发现初步支持，但对个体领导能力和组织目标的调节作用支持较弱。
Abstract Distributed leadership is the sharing of leadership tasks between managers and employees. This article demonstrates how a distributed leadership perspective adds to the public administration literature by including an important sensitivity to planned and nonplanned leadership. We propose a theoretical model that explains the impact of distributed leadership on employee outcomes which have a direct or indirect impact on organizational performance in public organizations contingent on alignment with individual leadership capacity and organizational goals. Our empirical analysis in the Danish hospital sector shows initial support for the expected relationships between distributed leadership and performance‐related employee outcomes such as job satisfaction and innovative behavior. This indicates that the distributed leadership perspective holds the potential to strengthen service delivery in complex public service organizations while there is weaker support for the notion that the positive impact of distributed leadership depends on individual leadership capacity and their support for organizational goals.