Impact of Distributed Leadership on Project Outcomes within Organisations

Abstract

This cross-sectional exploratory study aimed to draw insights on distributed leadership about project performance for increased accountability and societal impact by Local Non-Governmental Organisations (LNGOs). This study applied a multistage mixed model research design integrating both qualitative and quantitative data collection and analysis procedures and techniques including interviews, questionnaires, and document analysis. The study found distributed leadership to occur in NGO projects with the involvement of all levels of management including field officers, middle managers, and executive-level management as well as other external agents in leadership activities. On the other hand, it found senior managers and executive-level managers dominate in all leadership roles than all other participants in leadership including field officers and external agents. The study found similar findings across projects using consortiums or single institutions for implementation, however, increased involvement in social leadership for field officers in projects implemented by single institutions and their higher involvement in organizing leadership roles in consortia projects than senior managers were exceptions. Participants of the study further considered having multiple leaders in a project to have considerable influence towards positive project outcomes in successful projects than least successful ones. In consideration of organization structure and the relationship of the extent of multiple management groups' involvement in distributed leadership activities and project performance, the study recommended the adoption of hybrid forms of distributed leadership to have effective project teams.