Abstract
AbstractThis chapter focuses on the issue of unambiguously determining the phenomenon of strategic leadership. The configurations of strategic leadership depend on the situational characteristics or organizational characteristics. Further, the construct of egocentricity and egocentric strategic leadership is a configuration with an extremely asymmetrical structure of power and influence. This chapter provides insights on horizontally and vertically distributed egocentric strategic leadership. Apart from the distribution of strategic leadership with a formally established structure, leadership may also appear depending on the types of tasks and challenges that are defined or spontaneously emerge in the group or collective and that are not directly linked to hierarchy. Networks of strategic leaders commonly appear when organizations exhibit an organic structure, selective decentralization, high level of horizontal specialization of tasks, and strong reliance on experts and specialists.
Publisher
Springer International Publishing
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