Thomas Wilhelm and Randolf Jessl asked themselves this question in the latest issue of the magazine Führung + Organisation. The focus: How can shared leadership be structured in such a way that it does not end up in a diffusion of responsibility?
Shared leadership means that leadership changes within a team, depending on the topic and expertise. If you want to learn more, check out our Shared Leadership Bot. But as dynamic as this model is, one critical question remains: Who really feels responsible?
The answer depends largely on the conditions under which it is implemented. Shared leadership can only work if it is clearly defined who is responsible for what.
The exact meaning of responsibility is complex. In addition to the distinction between descriptive and normative responsibility, philosopher Ludger Heidbrink distinguishes between three basic forms: ethical, legal, and social. Shared leadership is primarily about social responsibility – that is, who in the team takes on which leadership tasks. Responsibility and leadership are inextricably linked.
Where it remains unclear who decides, acts, and takes responsibility, uncertainty arises. This can slow down shared leadership. This is exactly where the Triple A approach comes in:
- Awareness
- Work on the system
- Work in the system
It helps to make responsibility visible – and to avoid diffusion of responsibility.
