Michael Lissack
This distributed approach recognizes that in complex environments, effective leadership often emerges from the network rather than being imposed upon it.
Leadership role modularity
As leadership distributes across networks, the monolithic leadership role fragments into modular components that can be combined and re- combined based on context. Rather than expecting individual leaders to fulfill all leadership functions, organizations distribute these functions across complementary roles. Technology company Spotify illustrates this approach through its “Trio Leadership” model. Rather than expecting a single manager to ful- fill all leadership functions, Spotify distributes these functions across three roles—Product Owner (what to build), Agile Coach (how to build it), and Engineering Manager (who builds it). This modularity creates more adaptive leadership while maintaining coherence through clear role definitions. Leadership role modularity manifests in several organizational practices: Function specialization. Organizations separate distinct leadership functions rather than combining them in single roles. When online re- tailer Zappos implemented its Holacracy system, it distinguished between “Lead Links” who coordinate team activities and “Rep Links” who repre- sent team interests in broader forums, allowing individuals to specialize in specific leadership functions. Dynamic recombination. Organizations reconfigure leadership roles based on context rather than maintaining fixed structures. When consulting firm McKinsey forms project teams, it designates different leadership roles based on client needs and team composition, with the same individual potentially playing different leadership roles across dif- ferent projects.
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