1. ¹Graduate School of Management, Clark University, Worcester, MA, U.S.A.
2. ²Department of Public Administration & Policy, University at Albany, SUNY, Albany, NY, U.S.A.

Correspondence: Jing Zhang, Graduate School of Management, Clark University, Carlson Hall Room 324, 950 Main Street, Worcester, MA 01610, U.S.A. Tel: +1 508 793 7102; Fax: +1 508 793 8822; E-mail: jizhang@clarku.edu

Received 23 August 2005; Revised 16 December 2005; Re-revised 27 June 2006; Re-revised 26 February 2007; Accepted 26 July 2007.

Abstract

This paper studies leadership dynamics in the development of a knowledge sharing system. We apply the concept of distributed leadership, examining how leadership roles are distributed across different individuals in the organisation during developing and implementing a knowledge sharing system. The results of a case study demonstrate that the leadership was fulfilled by the interdependent and emergent roles played by several individuals: the spearheading and coordinating roles of a knowledgeable and persistent project leader, the supporting and steering roles carried by a group of perceptive and collaboration-inclined executives, and the knowledge sharing and momentum driving roles performed by knowledge champions. Each of these leadership influences was indispensable. None of the leaders could have accomplished this task individually, without the active involvement of the other types of leaders. This research makes its contribution to the understanding of the emergence and dynamics of distributed leadership in the information system environment, and demonstrates the importance of a full awareness of distributed leadership as tasks are carried out in developing a knowledge sharing system.