| Abstract [eng] |
The effectiveness of distributed leadership has been proven in management theory and practice. The dynamics of change brings up the question which is raised in the dissertation, i.e. how distributed leadership has been or could be implemented in education institutions. The research is based on a social constructionist philosophical approach. Exploratory, descriptive and multiple case studies based on the abductive research strategy and systemic coordination have been chosen. This research expands the definition of distributed leadership in science. Similarities and differences between distributed leadership and related types of leadership have been distinguished. The concept of distributed leadership has been theoretically grounded and refined. The process of implementation of distributed leadership has been conceptualized. The coherence between the relational leadership, complexity leadership, distributed leadership practice and organizational change management theories has been established, which has allowed to substantiate implementation of distributed leadership as a change in education institutions. The specifics of Lithuanian pre-school education institutions as a field of implementation of distributed leadership and applicability limitations of theoretical models of distributed leadership in education institutions, the opportunities of their adaptation, improvement and application have been examined. The research reveals the process and stages of implementation of distributed leadership and identifies the factors that stimulate and limit the process. A conceptual model for the implementation of distributed leadership in education institutions as an initiative arising from the head of an institution has been developed, and recommendations for implementation of the model have been made. |
