ABSTRACT
The concept of "distributed leadership" implies the transfer of administrative and managerial skills and responsibilities to those who are identified as the potential positional leaders. One attempt among scholars is to establish what leadership is and, specifically, exactly what leadership functions are. Peter Gronn argues that interest in distributed leadership is derived from the inadequacy of leadership models that focus on single leaders in workplaces and institutions. The multiple usages of "distributed leadership" in leadership practices have extended the understanding of leadership as a network of "influence" in contexts, and its effects are mediated by tension among power, control, and autonomy. The publications of Philip Hallinger cover a wide range of topics within the domain of leadership studies and school management. Peter Spillane contributes substantially to empirical field studies on how leadership in the form of "social influence" is realized in the interactions among actors in completing leadership tasks through the mediation of natural and designed artifacts.
