%0 Journal Article
%T Distributed leadership in health care: The role of formal leadership styles and organizational efficacy
%A Ajay K Jain
%A Anne Mette Kjeldsen
%A Franziska G¨¹nzel-Jensen
%J Leadership
%@ 1742-7169
%D 2018
%R 10.1177/1742715016646441
%X Management and health care literature is increasingly preoccupied with leadership as a collective social process, and related leadership concepts such as distributed leadership have therefore recently gained momentum. This paper investigates how formal, i.e. transformational, transactional and empowering, leadership styles affect employees¡¯ perceived agency in distributed leadership, and whether these associations are mediated by employees¡¯ perceived organizational efficacy. Based on large-scale survey data from a study at one of Scandinavia¡¯s largest public hospitals (N£¿=£¿1,147), our results show that all leadership styles had a significant positive impact on employees¡¯ perceived agency in distributed leadership. Further, organizational efficacy related negatively to employees¡¯ perceived agency in distributed leadership; however, a mediatory impact of this on the formal leadership styles-distributed leadership relationship was not detected. These results emphasize the importance of formal leaders to enhance employee involvement in various leadership functions; still, employees might prefer to participate in leadership functions when they perceive that the organization is struggling to achieve its goals
%K Distributed leadership
%K empowering leadership
%K transformational leadership
%K transactional leadership
%K health care
%K organizational efficacy
%U https://journals.sagepub.com/doi/full/10.1177/1742715016646441