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Distributed Leadership pp 197–217Cite as

From Distributed to Hybrid Leadership Practice

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Part of the book series: Studies in Educational Leadership ((SIEL,volume 7))

Ideas come and go. Some retain their usefulness, while some fall by the wayside. Still others survive with their original integrity intact, while others undergo major surgery or revision. To this point in its career history, the signs for distributed leadership are optimistic. If one casts a roving eye back across a decade or so, between the point of its arrival and its more recent uptake, then this particular view of leadership appears to have weathered an initial stage of conceptual exploration and is now well into a phase of empirical investigation. Moreover, some sense of its impact (and the difference, if any, that it makes) is becoming clearer. In short, distributed leadership displays a number of the hallmarks of survival. Having said that, and without wanting to adopt a glass half-empty mentality, the purpose of this chapter is to give voice to some caveats and concerns.

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Author information

Authors and Affiliations

  1. University of Cambridge, Cambridge, England

    Peter Gronn

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  1. Peter Gronn
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Editors and Affiliations

  1. Institute of Education, University of London, Bedford Way, London WCIH OAL

    Alma Harris

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Gronn, P. (2009). From Distributed to Hybrid Leadership Practice. In: Harris, A. (eds) Distributed Leadership. Studies in Educational Leadership, vol 7. Springer, Dordrecht. https://doi.org/10.1007/978-1-4020-9737-9_11

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