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

Published online by Cambridge University Press:  12 January 2021

Cara-Lynn Scheuer Open the ORCID record for Cara-Lynn Scheuer [Opens in a new window] ,
Annika Voltan ,
Kothai Kumanan  and
Subhajit Chakraborty
Cara-Lynn Scheuer*
Affiliation:
Department of Management and Decision Sciences, Coastal Carolina University, P.O. Box 261954, Conway, SC, 29528, USA
Annika Voltan
Affiliation:
Sobey School of Business, Saint Mary's University, 10 Colindale Street, Halifax, NS, B3P 1E5, Canada
Kothai Kumanan
Affiliation:
Sobey School of Business, Saint Mary's University, 356-4 Shore Drive, Bedford, NS, B4A2C6, Canada
Subhajit Chakraborty
Affiliation:
Department of Management and Decision Sciences, Coastal Carolina University, P.O. Box 261954, Conway, SC, 29528, USA
*
*Corresponding author: E-mail: [email protected]
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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.

Keywords

Cross-functional teamsknowledge sharingleader–member exchange (LMX)Social exchange theory (SET)social network analysis (SNA)
Type
Research Article
Information
Journal of Management & Organization , Volume 29 , Issue 1 , January 2023 , pp. 139 - 158
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2021

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