Distributed leadership matrix of values and practices

The Distributed Leadership Matrix of Values and Practices, below,  presents a map of the four practices required to broaden leadership from a positional to a relational distributed leadership concept identifying values that underpin the five dimensions of distributed leadership.

    

Practices
of
leadership

 Values for Distributed Leadership

Trust
not regulation

Respect
for expertise

Recognition
of leadership capabilities

Collaboration
as ‘conjoint agents’

Reflective Practice
for continuous change
Self-in-relation Not ego centric Adaptable -open to new idea, ambiguity & change authentic credible Mentor encouraged Forthright but flexible Reflective as individual and group
Social interactions Proactive resilient Recognise peers Willing to share philosophies Beyond self interest Critique not critical
Dialogue through learning conversations Represent issues not positions Learning and teaching
 expert		 Accept free ranging discussion Willing to listen, good communicator Share goals
Growth in connection Accept responsibility, work independently Work outside comfort zone Forthright but flexible Accept shared goals, not authoritarian Focus on growth fostering outcomes

 

A change in emphasis from personal capabilities (skills, traits, behaviours) to practices as presented in the Distributed Leadership Matrix of Values and Practices recognises the fundamental change from an emphasis on leaders to leadership. It requires a focus on a relational perspective of leadership that draws from the relational literature.

The Distributed Leadership Matrix of Values and Practices presents institutions with the opportunity to map what practices need to be encouraged to achieve each of the values identified by combining the practices vertically. It also provides the ability to identify how each practice can contribute to each value (by combining the practices horizontally).