Siinviidatu on üks sellistest tekstidest, mis võiks kuuluda kõikide organisatsioonide juhtimishuviliste (ja selle eest palka vastu võtvate) kohustusliku kirjanduse hulka, aga ka juhtimiskursuste seminaritekstiks. Sotsiaalse konteksti mõtestamine relatsioonilisest perspektiivist juhtimisstruktuuride esilekerkimisel on mitte ainult huvitav, vaid võib olla organisatsioonide ellujäämisel hädavajalik. Tõsi, avalikes organisatsioonides on riigieelarvest raha pealevool peatumatu ning ellujäämise küsimus seega teises tähenduses.


Leadership is increasingly understood as a relational and dynamic phenomenon (DeRue and Ashford, 2010; Hanna et al., 2021; Uhl-Bien, 2006). […] Given the importance of social leadership networks and their (increasing) decoupling from formal structures, the emergence of such networks has become a central field of research for leadership scholars (Acton et al., 2019; Hanna et al., 2021).

Autor väidab:

I argue that a systematic consideration of social context allows us to overcome this shortcoming. Until now, social context has been marginalized in research on the emergence of leadership structures by focusing on social exchange and studying it experimentally. To facilitate the systematic consideration of social context, this paper applies concepts from social network research to the emergence of leadership. Because leadership structures are conceptualized as networks of social relationships, the social network literature is highly connectable (Balkundi and Kilduff, 2006; Hoppe and Reinelt, 2010).

Vanad probleemid:

Formal hierarchies determine who manages whom in organizations. […] First, it has been shown that some formal leaders are not perceived as such and do not act accordingly, while others lead and are perceived as leaders despite not occupying a corresponding formal position (Bedeian and Hunt, 2006; Spreitzer and Quinn, 2007). […] Second, formal hierarchies are also becoming less important because they are being dismantled both qualitatively and quantitatively in order to speed up decision-making processes and make teamwork more flexible (Dinh et al., 2014; Kirkman and Harris, 2017; Pearce, 2004).

Juhtimise relatsioonilisusest:

Consequently, in current leadership research, leadership is understood as a relational interaction process in which formal structures are one factor among others (DeRue and Ashford, 2010; Dinh et al., 2014; Uhl-Bien, 2006). In this context, it has proven particularly useful to conceive leadership not as individual action, but as a dynamic relationship between leaders and members.

Neli kontekstuaalsete sidemete loomise mehhanismi:

  1. Social Network Mechanisms that draw on the structuralistic assumption that trust, information, and introductions are conferred through actors’ positions in existing social networks;
  2. Population Characteristic Mechanisms that emphasize compatibilities and complementarities between actors’ attributes;
  3. Opportunity Pattern Mechanisms that focus on the organization of social interaction in time and space and
  4. Culture Mechanisms that take into account that action is structured by practical knowledge that is shared and taken for granted in a social context

Lugemishuvi suurendamiseks:

Emergent leadership structures are increasingly shaping organizations as formal hierarchies lose significance. […] Second, the paper identifies a wealth of specific causal relationships and, building on these, derives 13 research propositions that provide well-founded impetus for further empirical research in this area (see Table A1 in Appendix A for an overview).

Roth, P. (2022). How social context impacts the emergence of leadership structures. Leadership.