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Exploring the impact of decentralized leadership on knowledge sharing and work hindrance networks in healthcare teams

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  • Scheuer, Cara-Lynn
  • Voltan, Annika
  • Kumanan, Kothai
  • Chakraborty, Subhajit

Abstract

This paper adopts an explanatory sequential mixed method design to explore the impact of decentralized (vs. centralized) leadership on cross-functional teams' resource exchanges at a long-term care facility in Canada. In the quantitative phase, social network analyses were used to examine the direct and moderated effects (via leader–follower relationship quality; LMX) of the presence of formal decentralized leaders on: (1) knowledge sharing, and (2) work hindrance networks within cross-functional healthcare teams. In the qualitative phase, team members were interviewed regarding the impact of their decentralized leaders. Collectively, the findings suggest that the presence of a decentralized leader may enhance knowledge sharing and safeguard against work hindrance behaviors in cross-functional healthcare teams. However, these effects are contingent on the situation (e.g., LMX quality and status-based hierarchies). Implications for research and healthcare practice are discussed.

Suggested Citation

  • Scheuer, Cara-Lynn & Voltan, Annika & Kumanan, Kothai & Chakraborty, Subhajit, 2023. "Exploring the impact of decentralized leadership on knowledge sharing and work hindrance networks in healthcare teams," Journal of Management & Organization, Cambridge University Press, vol. 29(1), pages 139-158, January.
    • Handle: RePEc:cup:jomorg:v:29:y:2023:i:1:p:139-158_9
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